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Toxic Behavior and Leadership Skills
One of the toxic behaviors that I expect to face when collecting data for my dissertation is role differences, where employees feel like it is the duty of management and not their duty to increase organizational effectiveness. This text analyzes how this issue can be resolved using Scharmer’s Theory U of Leading from the Future. The second part of the paper identifies a conflict theory from ‘Quantum Leadership: Creating Sustainable Value in Healthcare’ that I could use to guide my leadership endeavors.
Role differences can be a source of toxicity, especially when employees at the lower levels of the organization are unwilling to cooperate because they believe that it is not in their place to contribute to organizational decision-making. This is a common occurrence if the organizational culture does not promote inclusive decision-making and employees are continually taken as passive implementers rather than active participants in the decision-making process. Scharmer’s Theory U suggests that an individual could either learn from the future or the past (Gibbs, 2013). Scharmer advocates for individuals to learn from the future, a concept known as presencing, because this allows them to be co-shapers of destiny rather than victims of their past. Presencing involves letting go of the old beliefs, assumptions, as well as attitudes, and envisioning things from the sphere of the future rather than our ego. Presencing is a combination of two concepts: sensing and presence (Gibbs, 2013). The theory holds that when an individual moves into presencing, they make a shift from where their perception had previously been operating and change their blind spot,...…building communication and trust. The resolution process then begins with the leader setting priorities/goals and looking for hidden agendas. The leader then helps the parties understand where they are in accord, assesses the applicability of potential solutions, and brings closure. The conflict-resolution model provides the insights required to deal with interest-based conflict. The toxic behavior described in part A of this assignment constitutes an interest-based conflict as the employees and management are both seeking to realize their individual interests at the expense of the organization. The above conflict-resolution model, in this case, provides opportunities for the leader to listen to their team members and identify where the differences between the two groups lie so that together, both sides can end up with an amicable solution that brings the conflicting interests together in a common accord.…
References
Albert, N. M., Pappas, S., O’Grady, T., & Malloch, K. (2020). Quantum Leadership: Creating Sustainable Value in Healthcare (6th ed.). Burlington, MA: Jones & Bartlett.
Gibbs, G. K. (2013). Scharmer’s Theory U and Administrative Leadership: Seeking Leaders and Developing Candidates. International Journal of Humanities and Social Sciences, 3(14), 66-69.
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