<![CDATA[Internal conflict within local church leadership is an unavoidable reality in the life of any community of believers. Differences in vision, character, interest, leadership style, communication, and understanding of ministry can all become sources of conflict among church leaders. When left unmanaged, conflict can produce division, erode trust, foster rivalry among leaders, and diminish the effectiveness of church ministry. Managed constructively, however, conflict can become an instrument of evaluation, renewal, maturation, and improved leadership quality. This study examines, from a theological perspective, how conflict management can address internal conflict within local church leadership by drawing on interactionist theory. The research employs a qualitative method combining a literature review with a theological analysis of biblical texts concerning conflict, leadership, communication, reconciliation, and the life of the church community. Interactionist theory regards conflict not as something to be avoided altogether, but as a reality that, depending on its intensity and management, can yield functional benefits for an organization. From a theological perspective, conflict must be managed in the light of love, truth, humility, forgiveness, reconciliation, and the goal of building up the body of Christ. The findings indicate that local churches need a conflict management approach that focuses not merely on resolving problems but on restoring relationships and fostering the spiritual growth of leaders. While interactionist theory can therefore serve as a valid analytical lens for conflict management, it must ultimately be subordinated to theological principles and the ethics of Christian leadership.]]>
