This entry examines how conflict management functions as an indirect, but meaningful, lever on motivation within teams. While interpersonal processes of affect management and confidence building are frequently centered in discourse on motivation, the evidence presented here demonstrates that the conflict management style that is applied also has a meaningful impact on psychological safety, cognitive availability, and perceived meaningfulness among team members. By synthesizing theoretical frameworks and empirical findings, this entry strives to illustrate that each conflict management style, including dominating, avoiding, compromising, yielding, and collaborating, can either elevate or erode motivation. Further, this entry focuses on the contingent nature of conflict management as the situational context and the team’s developmental state influence a styles efficacy. In sum, the analysis presented here reinforces that there is no singular conflict management style which is universally superior to other approaches. Instead, leaders and team members ought to leverage a portfolio of styles, matching each to the context that is best suited to it.