The attitudes of employees toward conflicts and strategies of conflict management in organizations are influenced by, among other things, the approach and behavior of managers. In light of this influence, research has investigated the correlation between leadership and interpersonal conflicts. A partial correlation has been found between superior leadership and employee opinions on the causes and effects of conflicts. The current study identifies significant impacts of the elements of authentic leadership on the preferred active strategies of interpersonal conflict management in an organizational context. The article presents the results of this study as well as conclusions and practical recommendations.