Interpersonal conflicts and job satisfaction in law enforcement agencies: a comparative study of managers from Russia and Kyrgyzstan

This article examines interpersonal conflicts in law enforcement agencies as a complex socio-psychological phenomenon. The determinants of conflict emergence are analyzed, including organizational, managerial, and personal factors. Particular attention is paid to the dynamics of conflicts and their cyclical nature, as well as their functional consequences, both destructive (psychological distress, decreased efficiency) and constructive (innovation, problem diagnosis). The purpose of this article is to analyze the determinants, dynamics, and functional consequences of interpersonal conflicts in law enforcement agencies through the prism of job satisfaction, assessed using the "Integral Job Satisfaction" methodology. Respondents included heads of law enforcement agencies in the Russian Federation and the Kyrgyz Republic (n=72), who demonstrated similar levels of job satisfaction with a pronounced dependence on the quality of interpersonal relationships within the organization, confirming the relevance of conflict prevention in law enforcement agencies. The study found that working conditions are the most problematic area in both countries. Potential sources of interpersonal conflict in the internal affairs agencies of the Russian Federation and the Kyrgyz Republic include dissatisfaction with working conditions and non-material (moral) rewards, as well as a lack of professional achievement. The study's results suggest a high value-based orientation toward service and a strong sense of duty among internal affairs agency managers, which in turn guarantees motivational stability and strengthens their loyalty. Further research directions are proposed for the development of comprehensive conflict management programs in internal affairs agencies.