Management and team relationship and conflict management techniques

Management of team relationship

Leadership from Management view point

“By management definition, a leader is a person who directs a team in the successful and efficient execution of a task, even though a leader is a person and a symbol of an organization.” (Goleman, (2000). The current task has due dates and a quality test that must be passed for it to be regarded as finished as an assignment. 

Conflicts cannot arise on a team that a manager or leader leads because everyone on the team must give the mission their whole attention and effort. Unfortunately, though, it does do so occasionally. 

Factor determining Team and leader Relationship 

In this presentation, we will go over the following elements that are critical for enhancing team conflict management and for enhancing the bond between the team and the leader: 

• Reinforce constructive behavior:” by praising staff for a job well done, as recommended by the organization you reward them for the time and effort they put in, they are more likely to continue acting in a productive way; yet, if you do not, they frequently lose interest in working for your organization. “(2000)
• Empathic leadership that is balanced: An empathic leader is like the team's father or mother, like the parent mentoring and caring for the child. Such leaders encourage team participation, but the group becomes unmotivated and overwhelms the leader with work. In the business sector, employing such a leadership style frequently has deadly repercussions; therefore, it should be used with a balanced approach in mind. Feelings must be taken into consideration, but work cannot be paid for. (Mason and Schweiger (1994))
•  Clarity in work: The management must delegate tasks accurately and clearly by giving information that is detail-oriented regarding the nature of the task and its composite subtasks. Instead of leaving everything to the employee, the management should think about setting reasonable and achievable deadlines. (Tushman and O'Reilly, (2007))
• Transparency: A leader's relationship with their team is no different from any other relationship in that it is based on communication. By actively listening to the thoughts, concerns, and suggestions of the team, a capable leader promotes open lines of communication. Open communication not only promotes trust but also offers team members the assurance they require to make significant contributions. (Huczynski and Buchanan, (2013)
• Shared Vision: The key elements of an effective leader-team connection include clear communication, trust, empathy, a shared vision, and support. These components create a climate where team members are encouraged to cooperate for the good of the group and feel valued, inspired, and empowered to do so. By fostering these traits, leaders may establish an environment that fosters growth in both individuals and groups.  (2013)

 

 

 3 ways to deal with the Team conflict  

Uncertainty in duties and responsibilities is the root of many confrontations. The likelihood of misunderstandings and eventual disputes is decreased by clearly outlining each team member's responsibilities and expectations. Through three conflict management techniques leaders can solve conflict among employees: - 

• Encourage team members:  Encourage team members to be candid in their expression of their worries and opinions. Conflicts can be resolved before they worsen when there is a safe space for conversation. Encourage a culture where team members may voice their opinions without worrying about consequences. (2007)
• Active listening: “It is necessary for conflict resolution to be successful. In order to grasp each party's perspectives and underlying emotions, leaders and team members should listen to them carefully. This helps to foster sympathetic solutions while also validating their feelings. (De Dreu and Weingart,” (2003)
• Collaborative Problem: Encourage them to work together to discover solutions when solving problems. This method encourages a sense of shared ownership and accountability for resolving the problem, which results in more long-lasting fixes.

“The success of dispute resolution depends a lot on active listening. Leaders and team members should pay close attention to what each party is saying in order to understand their viewpoints and core feelings. This validates their feelings while also fostering empathetic solutions; thus, shall promote Collaborative creative task that coiled help team to indulge and solved problem” (Jehn, (1995). 

Conclusion

It takes conscious development of important components to create a successful leader-team connection rather than luck. This dynamic is supported by the pillars of open communication, trust, empathy, shared vision, and support. These elements foster a climate that enables productive teamwork between leaders and members, maximizing the potential of the group.

Organizations continue to acknowledge the value of effective leader-team connections, making investment in these factors important for achieving long-term success. 

Conflict will undoubtedly arise in a team setting, but it can sometimes be handled well. For a scenario to be successful, it is critical to acknowledge the various conflict types, deal with their underlying causes, and utilize proactive conflict management approaches.

 

References:

Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78-90. https://books.google.com/books/about/Organizational_Behaviour.html?id=dFm0mgEACAAJ

Huczynski, A., & Buchanan, D. A. (2013). Organizational Behavior. Pearson. https://www.pearson.com/store/p/organizational-behaviour-buchanan-and-huczynski/P200000003844/9781292251578

Tushman, M. L., & O'Reilly, C. A. (2007). Winning through innovation: A practical guide to leading organizational change and renewal. Harvard Business Press. https://www.hbs.edu/faculty/Pages/item.aspx?num=200

mason, A. C., & Schweiger, D. M. (1994). Resolving the paradox of conflict, strategic orientation, and performance in management teams. Academy of Management Review, 19(1), 135-163. https://www.semanticscholar.org/paper/RESOLVING-THE-PARADOX-OF-CONFLICT%2C-STRATEGIC-AND-Amason-Schweiger/71929ed698e18b1542d2bb44111eadbd0d9ccb2f

De Dreu, C. K. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741-749. https://www.hbs.edu/faculty/Pages/item.aspx?num=200

Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative Science Quarterly, 40(2), 256-282. https://www.jstor.org/stable/2393638