"Conflict management" does not necessarily imply control of conflict, says Speed B. Leas. Rather, it suggests handling the problem competently. But how does one in a leadership position do this? How can a person reduce the tension between subordination and the desire to assert leadership? Leas draws upon what concrete scientific norms there are in this area, and upon his own experience, to provide timely ideas on containing conflict.

He starts by developing a theory of human needs which lays the foundation for the rest of the book. He then focuses on a general theory of leadership and the effect of fear on conflict dynamics. Leas also discusses uncovering suppressed conflict, dealing with organizations as systems, curbing conflict, situations where conflict should actually be encouraged, and self-defense as a means of identifying problems.