Conflict in the university setting is an inherent component of academic life. Leaders spend more than 40% of their time managing conflict. Department heads are in a unique position--they encounter conflict from individuals they manage and from others to whom they report such as a senior administrator in the position of dean. There are very few studies that seek to ascertain the conflict management styles of department heads and how these impact leadership and professional development. This qualitative research study explored the conflict management styles of 20 department heads across a variety of disciplines and with varying levels of experience at a public research extensive university in the South. Based on an analysis of conflict management styles, the article offers implications for the professional development of department heads.