Effective leaders solve problems which prevent the achievement of organizational goals. We drew on theories of problem-solving and interpersonal behavior to propose a process model of quality problem-solving conversations, which was used to evaluate three leaders' attempts to resolve problems in conversation with those involved. Analyses revealed problematic patterns: little disclosure of causal beliefs, little public testing of beliefs that might trigger negative emotions, and agreement on solutions misaligned to causal beliefs. This research suggests that leaders need development opportunities that help them to frame their beliefs in ways that avoid creating a dilemma between maintaining relationships and solving problems.