Discussion boards about leadership, conflicts, styles

Discussion board #1: For this discussion, conduct some independent research and locate an article that addresses a current company’s leadership style and dysfunction. How would you evaluate the company’s leadership methods differently – now – based on what you have learned?”____________ ______________ Discussion Board #2: Culture and gender have proven to be variables largely affecting the success of change implementation. For this discussion, state and defend your position regarding culture and gender and how each can affect the success of a leader in driving change. Cite at least 2 resources from the Rasmussen on line library_________ ___________ Discussion Board #3: After reviewing the five different types of Conflict Management Styles give an example of when you have experienced one of the styles within a group. How did it make you feel? What was your attitude towards the leader? What would you have done differently as a team member?Avoiding: very little interest in the group or the goals, little interest in collaboration and not interested in negotiating. Sometimes called the “ostrich with its head in the sand”Accommodating style: results in maximum cooperation but usually is the result of low self-interest and minimal realization.Competitive style: a style that could occur that would lead to little or no results for the team or anyone involved.Compromising style: occurs between groups, team members or organizations. Negotiation skills are to be used to try to create results and communication.Collaborative style: this style maximizes everyone personal interest and communications.__________ ________________Discussion Board #4: Recall a time that you were on a team (work, school or social) and describe a conflict that occurred:What was the conflict?How did you deal with the conflict?How did the leader handle the conflict?What would you have done differently if you were the leader?There are ***** “4” **** Discussion boards. It is required 2 paragraph at least for each Discussion, answered separately by headings. Make sure all point are included. Make sure you use in text citations ad post the references. No plagiarism, be professional. It is about 2 pages total for this assignment.Attached goos notes for make the assignment!!!!!!!
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Module 05 – Leadership Viewpoints and Challenges
Leaders are developed based on a variety of factors. Those factors can be
environmental, circumstantial, or societal. Whether through education, practical
application, or simply immersion in circumstance requiring action, leaders develop in a
variety of ways. Contrary to the assertion of early leadership theorists who felt leaders
were born, not made, these individuals of influence arise, develop and progress in skill
sets in various environments, with differing needs according to the context of the
situation. It is also important to understand what motivates people to become leaders.
For some individuals, their values and beliefs are the greatest drivers of their leadership
potential and ultimate success.
In addition to the external forces that often create leaders, many organizations create
formal training programs and also provide mentoring, or job shadowing opportunities
that also develop leaders. When developing leaders within an organization, it is
advantageous to use a variety of approaches in order to customize leadership training
to meet the individual needs of the members.
In organizations, as in much of everyday life, there are always causes and effects to
every reaction or situation. As it pertains to organizations, Lewin’s Force Field theory of
organizational change asserts that organizations contain forces that both drive and
resist change. (Nahvandi, 2012) When these forces are aligned, then an organization
can progress as planned. However, when these forces become unbalanced, then the
leader must take action to realign these forces in order to affect the necessary changes
to the organization.
Both formal and informal leaders develop during periods of change. It is during these
times when people often choose whether they will align themselves with the side that
drives change or the side that resists change. In order to develop leaders who will be
successful, we must examine the forces of change and come to a clear understanding
of the qualities that are necessary for leadership effectiveness.
It is important that leaders recognize how to move the members of their organization
from a state of resistance to a state of acceptance in order to affect change. One of the
most effective ways to do this is by developing a plan for implementing the desired
change. Though subordinates may be indifferent or even resistant to the change
because of a fear of the unknown, they are often more likely to follow a prescribed plan
for implementing change, versus simply adhering to a new change process without
planning or preparation. Once a change management strategy is developed and
executed, leaders can examine whether or not there is an acceptance of their shared
vision. Therefore, the development and adoption of a shared vision becomes one of the
greatest, positive forces for realization of success in a change initiative by the leader.
Just with anything else in life, conflict is bound to arise in leadership, at some point. It is
the nature of the business beast, but it is how you deal with the beast that determines
whether or not the conflict is resolved successfully. Watch the “Addressing Conflict as a
Leader” video:

For guidance on how to set up your free Lynda.com account, click here.
Reflect on the concepts shared. Then determine whether or not those concepts have
been addressed within your research paper.
Please review this linked reading for more information.
Managing Team Conflicts
Most teams will have some type of conflict during the duration that the team is in place.
The conflict can take place within the group as a whole or between specific team
members. The conflict may be a small disagreement or a screaming match or team
members walking out on the project. No matter what level of conflict occurs strategies
need to be in place to manage the individuals and/or team.
Dealing with Conflict
Research indicates that there are two dimensions when dealing with conflict
cooperativeness and assertiveness. Cooperativeness means that an individual/team
member concerns are higher for others/team members than themselves and
assertiveness deals with individuals that are focused only on themselves. Within the
dimensions there are five approaches that include the following:
•
•
•
•
•
Collaborating – assertive and cooperative, looking for a win-win situation.
Competing – assertive and uncooperative, also called dominating
Accommodating – unassertive and cooperative, also called obliging
Avoiding – unassertive and uncooperative, also called inaction or the ignoring
style
Compromising – mid-range on both assertiveness and cooperativeness
Team members will approach conflict from one of the dimensions. Leaders can provide
training to team members so they recognize and deal with different team members
approaches and solve conflict without the leader’s intervention. If the team cannot
resolve a conflict leadership must step in and decide what action/s that needs to be
taken.
Remember, most individuals on a team want to avoid conflict and may settle on issues
when they don’t fully agree. This will have a long term effect on the team and individuals
and if not resolved the goals created will not be as effective for the organization as it
could be.
Leaders Dealing with Team Conflict
Leading a team can be difficult at times due to conflicts within the team or between
team members. Your ability to be able to analyze team conflicts and/or team individual
conflicts will be invaluable to your success. Two of the biggest reasons for a
dysfunctional team are the lack of trust between members and individual and/or group
performance feedback given by leadership is perceived as being unfair. Creating team
activities to create trust and a system that ensures fairness; constant and timely
performance feedback for individual member’s and overall team feedback are a few key
strategies for dealing with conflict.
Think about being on a team and what made you respect other members and the
leader:
•
•
•
Did positive team feedback enforce trust among team members?
Did effective performance by a team member build trust and respect?
Did the leader’s effective and timely performance feedback create trust and
respect for the leader?
Tips to remember when building a team and/or when leading a team during conflict:
•
•
•
•
•
•
Know your team members’ abilities
Understand team members role preferences
Training of team members about team dynamics
Communicate constantly
Discipline; team leaders must be able to issue disciplinary actions
Motivate your team

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