Bystander effect

Case Study Essay on Conflict Resolution and Transformation Leadership

Conflict Resolution and Transformation Leadership

Part one

Survey on Various Conflict Management Styles by an Individual

People have different ways of settling conflicts. Conflict refers to commotion and collision between two or more people in their personal or professional lives. On the other hand, conflict resolution and management refers to different techniques and means that the effects of conflicts are curtailed.

Styles used in conflict resolution and management are also either acquired through knowledge or are inborn. This survey presents options that may be adopted in the event of a conflict. The survey process also entails up to twelve situations that present clear circumstances of conflict management options.

The available options are also chosen based on their suitability on the behavior of an individual faced with conflict. Evaluation of survey also involves awarding of points on their relevance to an individual’s status in conflict as well as a summary.

One of the characteristics of the twelve conflict situations is that they are distinct; therefore, they attract different options. Therefore, the reasons as to why an individual may settle for a specific option is dependent on personal behavioral characteristics when prompted by conflict.

It is true that humans are not homogenous in their behaviors therefore, they exhibit different reactions in conflict situations (Manning, 2008, p.123). The twelve situations additionally form part of avenues for a person to discover his or her strengths when it comes to conflict management.

For example, when applied successfully in a given situation, one style of conflict management offers a conclusion of strength in solving the presented conflict. The situation presented in a given circumstance dictates a person’s leadership ability in managing conflicts. From a personal point of view, I find two major virtues derived from the situations and are relevant to conflict management cases as a leader.

The revelations of the twelve situations on the other hand prompt the side of the behavior as weak in offering conflict resolutions in different situations. One of the most effective styles that I apply in situational conflict is largely attributed to my nature. The virtue of collaboration additionally refers to the act of involving other people in conflict resolution.

Collaboration refers to being assertive and cooperative to others when engaged in different situations of conflicts. The collaboration aspect applies essentially in group conflicts. For example, group conflicts between two groups where a leader of the resolution panel chairs the other group which is contesting. The collaboration between the groups conflicting is also ideal because it offers satisfaction and justice. Collaboration principally involves identification of underlying concerns of two groups that are contesting or creating the best alternative that meets the group’s desires.

Additionally, collaboration needs open-mindedness and fairness to the plight of parties engaged in the conflict (Manning, 2008, p. 125). The individual strength is achieved when conflict situations are managed through collaborative means. The principles of collaboration also require utmost satisfaction to interest groups and parties under conflict.

The effectiveness of the resolution process is also attributed to successful situations of its application. The first situation refers to a successful resolution that I worked on between departments that were contesting over the organization of the facility. Eventual satisfaction of the two parties also boosted my confidence in this trait that remained hidden in me.

Despite my excellence in collaborating with other people in conflict situations, my attribute to work with others in specific cases remained limited. My greatest leadership quality determinant in conflict management comes from my non-accommodating nature.

The situation was also manifested from different situations that I failed to comply with other people. Conflict management between groups where a person is fronted on personal behalf has also never succeeded. This is a weakness that is manifested in many situations where conflicts are involved.

For example, I allow for people’s ideas because I have strong belief in my potentials. My approach in general to admit the opinions of others and representations is also poor. As a result of the reservation, there are many conflict management processes that involve these situations have collapsed. The consequences of such processes have additionally been blamed on me and as a result, I have instigated different means of creating corrective accounts of my general being.

Accommodating people is one of the first approaches to enhancing my leadership qualities despite their content or origin. According to the study, it is also prudent for one to understand his behaviors in situations of conflicts. Corrective means also involve accepting the views of other people and discussing with them freely.

Incorporating the ideas of other people also helps in enhancing weak points that are related to situational conflicts. The performance is more likely to improve by embracing a strong platform of accommodating principles (Ogrodnick, 2009, p. 145). Disagreements with other group members are a situation that can be solved best by adopting accommodation principles.

In this regard, it is imperative to evaluate the prospects of working with others as opposed to creating isolation among colleagues. The fundamental steps taken must also be in line with available options in situations that accommodation demands. The steps regarding friendliness, enthusiasm to foreign ideas and compromise are important in strengthening impediments of accommodation principle that seem to take over managerial skills.

The above outlined steps are therefore essential in enhancing my skills in different situations of conflicts.  Different options are also available in every situation and each must be carefully selected based on the behavior of an individual in regards to the situation of a specific conflict.

Part Two

Transformational Leadership

Leaders have different responsibilities to champion for good governance in their spheres of profession as well as their respective organizations. Transformational leadership also refers to a unique approach to management that completely realizes change of work environment. Initiation of such changes begins with leaders acting as role models.

The effect of such changes is also noticeable in those who are perceived to have higher ostentations of the needed qualities. In an article by Carless, Wearing, transformational leadership instances are also revealed. Revelations of the styles are also taken into account of gradable seven principle dimensions.

According to my observation, out of the seven transformational styles that are articulated in the article, I give myself an average grade of 4 out of the total result. The outcome from an ally in regards to my transformational leadership performance clearly exhibits slight drop and gives me 3.8. The above results are taken based on thorough experimentation and evaluation of my behavior and leadership styles.

Transformational leadership elements also involve the influence that my skills tolerated ever since I headed a department in the organization. My friend’s evaluation on the other hand is equally based on observations made over a long time on my leadership credentials. In his grading and observation, he clearly outlined my weaknesses and strengths in regards to seven styles outlined in the article.

Conclusions were also made after a long haul on the study of my performance. Luckily, independent and parallel evaluations carried out exhibited the same trend in terms of given scores on the outlined leadership skills. The variations were also experienced even though they were not a major cause of unprecedented errors. The results of such evaluations are considered accurate because of their concurrency band efficiency.

The given results also reveal a high score on my leadership qualities. Getting an average of 3.8 as well as 4 respectively is a clear indication of the transformational skills I possess. One can also adduce his or her weaknesses based on the independent results in all areas of interest.

Transformational leadership skills also infer the potential involved in changing the structural outlook and shape of the organization. It is also essential to note that successful leaders always drive successful corporations and these are elements of transformational skills.

Out of the seven transformational skills, I achieved the highest score in dedication. Dedication means selfless service delivery to the people with an aim of enhancing their performance. Dedication aspects are also noticeable and clear from an individual (Avolio, 2013, p. 67). Leaders are expected to deliver exemplary performance and they must be oriented and anchored on the pillars of transformational leadership skills.

Being an element of this leadership style, dedication outlines the means to succeed as a leader. The aspect also involves servant leadership and embracing the attitude influences the mindset of other employees who would love to adopt the same technique. Additionally, servant leadership demands prioritization and maximum concentration of a person’s professional work.

My greatest strength comes from the fact that I am a dedicated person, leader who surrenders his personal tasks. The analysis indicated my score as 5 on this discipline. The ranking was carried out based on multiple results collected from different independent researchers from different departments.

Many changes have also been witnessed in the organization because of my management approach in the event of conflicts as well as the results of my dedicated which has spirited other employees to emulate my work. Root taken is root followed; this is a manifesto that many workers have accommodated.

Psychologically, lower rank employees and the subordinate staff tend to follow the shoot that their leader takes. On the other hand, laziness and laxity culminate poor performance (Neider, & Schriesheim, 2002, p. 123). In regard to this strength, I am happy that I have made a very positive result, something that is appreciable and visible. The employees have also settled for a good attitude in their service delivery and in many cases, show high levels of self-responsibility.

My behavior to self-control is however not very appealing despite the high score in dedication. In this element, the score displayed poor performance. The two surveys that were carried out revealed a score of 2 out of the 5. It is therefore imperative to keep in mind weaknesses even if there are many sets of strengths.

Supportive incidences relate me to anger especially when provoked. During such moments, I fail to control my behavior because of temper flares. Lack of self-control is no doubt one of the biggest barriers to transformational leadership. Peaceful resolution and patience are also incentives to good administrative responsibility (Beekun, 2009, p.43).

Part Three

Aspects of organizational culture in response to the employee’s performance

When it comes to determining individual social behaviors, organizational culture plays a very crucial role. Workers are always under the privy of conformation to specific behaviors depending on the system of the organization. Leadership is at the center of different activities that determine modification of staff behaviors.

Cultural attributes of the organization also operates within various lines and this has direct impact on my performance. The highest score always relate to positive culture that accommodates diversity as well as human challenges to place of work. Philosophical ramifications also states that occupational performance can be supplemented best by cultural trends that are friendly and viable.

The organization’s cultural orientation has been focused on creation of friendly policies. The first cultural element administered within the organization is freedom of expression (Beekun, 2009, p. 40). This is because the element allows everyone to provide popular view on matters that seem to be contentious.

The outlined rules are also expressive and allows for genuine concerns. Everyone is also entitled to understanding. Human resource department in the organization also undertakes the duty on behalf of the institution. In regards to the issue, my corporation has made a lot of progress ever since its staff conducted itself as required. For example, individuals are allowed to take work breaks, engage in extra work activities and education breaks as long as communication is done in advance.

This culture among other practices has enabled me to exist well within the organization.  My organization on the other hand did not have a good remuneration culture. Workers are paid constant salaries despite the current economic environment. Increment responds slowly and they do not reflect prevailing rates. This seems to affect employee performance a great deal. It is also a factor that has made it hard to balance economic and private conditions of the country.

The psychological health of a leader should support self-control paradigm. Antisocial behaviors in many occasions lead to hostility in social places and in the end, the situation becomes irreversible, ungovernable and may lead to collapse of the organization. In relevance to these behaviors, I have settled for correctional measures to eliminate barriers to my administrative tasks.

One of the steps is attending social classes on self-control. My expectation is to have a score of 5 in all areas of transformational leadership. The progress is evident in my efforts and must be subsidized through good behaviors. Nonviolent organizations also attract good performance and peace. The framework of the seven elements is additionally imperative in stipulation leadership skills in achieving transformational management to a given section.

 

 

 

References

Avolio, B. J. (2013). Transformational and charismatic leadership: The road ahead. Bingley, UK: Emerald.

Beekun, R. I. (2009). Leadership: An Islamic perspective. Beltsville, Md: Amana.

Manning, M. (2008). Euthanasia and physician-assisted suicide: Killing or caring? New York, NY: Paulist Press.

Neider, L. L., & Schriesheim, C. (2002). Leadership. Greenwich, Conn: Information Age Pub.

Ogrodnick, M. (2009). Instinct and intimacy: Political philosophy and autobiography in Rousseau. Toronto [u.a.: Univ. of Toronto Press.

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