Conflict Management
Essays

Several definitions have been used by specialists in order to create a clear and specific view on what is thought to be Emotional Intelligence. Most definitions are similar, with slight differences regarding certain…

Mediation, conflict resolution and arbitration are considered effective methods of dealing with conflict. Since "society perceives conflict as something that gets in the way of progress" (Boulle, 2005, p.

¶ … leadership and change management are very crucial factors in the determination of an organization's success. One of the main causes of organization failure is poor leadership. This coupled with the lack of…

Nations have gone to war against each other for millennia for a wide array of reasons, but most causes of conflict appear to be related to many of the same things, including scarcity of resources, powerful notions of…

What are the desired outcomes of conflict resolution procedures?

Leadership theories continue to evolve as the complexity, nature and scope of organizations shift from command-and-control structures to more agile frameworks for managing change. The pace of disruptive innovation is accelerating, forcing reliance on the latest theories of leadership to keep organizations competitive in rapidly changing markets. The intent of this analysis is to evaluate the traditional, contemporary and emerging leadership theories and interpersonal forms of power. Unifying these factors by defining the profile of the ideal leader is also completed in this analysis, highlighting the most effective leadership characteristics and patterns in their specific roles. An organization has been selected, Cisco Systems, to evaluate these theories against. In addition, organizational stressors are also discussed in addition to strategies to managing them so an organization can still attain optimal performance. The five conflict management styles are also discussed in addition to potential barriers to communication, with recommendations on how to overcome them. Analysis of Traditional, Contemporary and Emerging Leadership Theories Traditional leadership theories stressed the concept of the "great man" or leader who was given the role based on behavioral traits and their ability to create and sustain teams' progress towards goals. These "great man" theories also relied on external observation of traits; there was little advanced screening of personality traits or the innate perceptions of highly effective leaders (Fitzgerald, Schutte, 2010). Traditional leadership theories progressed rapidly beyond only the observable traits of a leader and seeing them as innate to the belief that leadership could be mastered as a skill (Buffinton, Jablokow, Martin, 2002). This shift in leadership theories marked the transition of this field from traditional to contemporary research. With contemporary theories, leadership is seen as a skill that can be taught (Purvanova, Bono, 2009). The research of Dr. Max Weber on the traits of charismatic leaders and the contingency theories of Dr. Fred Fielder (Maslanka, 2004) are the foundation of contemporary theories of leadership. These foundational concepts set the foundation for the rapidly emerging leadership theories that are in use today. The inclusion of Emotional Intelligence (EI) and charismatic leadership into a common framework was first completed by researchers James McGregor Burns and Bernard Bass, who created the transformational leadership theory (Maslanka, 2004). One of the most powerful aspects of this theory is that it includes both the behavioral and cognitive aspects of leadership behavior, while also showing how adoption of the five factor model created can also increase leadership effectiveness (Judge, Joyce, 2000). Of the many emerging leadership theorists adding knowledge to this field, Dr. Bruce Avolio and Fred Luthans continued to expand on these leadership theories and show the potential for EI-based leadership models to positively impact corporate financial performance (Fitzgerald, Schutte, 2010). Defining the Ideal Leader The ideal leader at Cisco Systems is one that combines communication and collaboration skills with the ability to create and sustain team progress towards challenging goals. The best leaders at Cisco systems also have the ability to create self-efficacy in their subordinates along with accountability both to each other and to results. In this respect, Cisco's top leaders have strong transformational leadership skills combined with EI-based insights into hwo best to modify their own leadership approaches to meet the directional needs of their group (Purvanova, Bono, 2009). Combining the attributes or qualities of individualized consideration, intellectual stimulation, inspirational motivation and idealized influence, Cisco's top leaders have a strong foundation of transformational leadership skills (Judge, Joyce, 2000). What makes these leaders different than many others in the high technology industry is their ability to also combine interpersonal forms of power as well. These include coercive power, reward power, legitimate power, referent power and expert power (French, Raven, 1959). Of these, Cisco's top leaders are most effective when they use expert power and referent power, two elements often found in high technology companies given the nature of their business models. Both of these types of power are highly effective in moving new product ideas along to fruition and financial profitability. For Cisco, the pace of new product introductions must continually improve if they are to stay up with their global competitors. Cisco's leaders are given the responsibility for making new product launches contribute a large percentage of profits in any given financial quarter. This is how Cisco ties transformational leadership skills, expert and referent power to financial results. All of these activites revolve around innovation adn new product development.

Conflict is defined as a disagreement through which parties perceive a threat to their needs, interests or concerns (About Conflict, n.d.). Team conflict is a natural disagreement resulting from individuals in groups…

Individual Development Plans are an excellent way for a person to develop and motivate themselves. Professors can help their students to improve their job skills and become more effective and productive by encouraging a…

This paper answers five questions related to leadership, team building, and communication. The first question examines the traditional, contemporary, and emerging leadership theories and interpersonal forms of power; creates a profile of the ideal leader for Microsoft Corporation; and describes the most appropriate leadership characteristics in terms of leadership style and interpersonal forms of power. The second question analyzes the organizational stressors to determine their likely impact on organizational performance as well as how these stressors can be addressed. The next question analyzes the most critical elements for effective group and work team performance to determine the steps which can be taken to develop an effective team or work group. The fourth question identifies the most potential sources of conflict within the group or work team; evaluate the five conflict management styles, and explains which style of conflict management is most appropriate for the potential sources of conflicts. The final question determines potential barriers to communication, explains how these barriers may impact group and work team performance, and recommends strategies to address them in an effective way.

Society and technology are so interwoven and it's now clear that doing without technology is becoming impossible. And with it being omnipresent the society needs to be supporting the operators and the system itself…