Leadership And Conflict Resolution Strategies

1377 Words6 Pages
Leadership strategies are key to how an organization’s employees’ perceive their job, their management and their organization. Leadership and conflict resolution strategies are important to creating job satisfaction and reducing employee turnover, which is an added expense to the organization. Kinicki et al, reviews several strategies and theories about leadership and conflict management. Many of the proposed suppositions, are unable to stand alone to explicate this complex concept. However, inspirational leadership provides an employee’s intrinsic desire to achieve the organization’s goals. In turn, such an organization makes an exceptional place of employment. Servant type leadership is such a philosophy to create an intrinsically…show more content…
Behaviour of the leader is key to the servant leader, however the early theories only begin to explain a servant’s behavioural skill set. Ohio State and the University of Michigan theorized that leaders perform their role by using either a consideration structure and or a task-centred structure. The results suggested the most effective leaders have high consideration for employees and high consideration for the task. Considering conflict management, the manager with concern for the group, the style would focus on integrating, obliging and compromising methods. A concern a task-centred manager is with the production output, so a dominating method of conflict control is a method to meet the deadline. Again, the behavioural theories fail to account for situational influences, thus is not entirely a useful tool. Servants leaders have more than good business traits and behaviours. Various daily situations a servant leader encounters, requires the leader to have knowledge of the past contingency theories, where they can blend various situations into the strategy of shaping an effective leader. Fiedler’s suggests that managers must have influence over their team. A reflection of influence is the amount of trust and respect given from the employees, the manager’s capability to structure and measure employees’ performance and the manager’s control of the rewards system. So, a manager uses their dominant
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