Original Discussion Question:

Leadership Paradox and Inter-team Relations

A. What is the leadership paradox? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system. Support your discussion with at least two (2) external sources.

B. Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (2) external sources.

C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? Support your discussion with at least two (2) external sources.

XXX’s Post

1. Leadership paradox is a defined and differentiated concept of leadership, where the leader chooses an alternative way of handling an anxious team where fear and anxiety are transformed into freedom (Vroom & Jago, 2007). Leaders have a huge responsibility in motivating and directing their teams in a progressive way, avoiding and resolving the negativity that has been agitating the teams. There could be many factors that are responsible for stirring up anxiety and fear among the team members such as insecurities, diversity of opinions and so on. Such factors may disturb the harmony and agitate the teams and in such a situation the team leader gets a chance either to get involved in to the agitation or may choose a different path where the leader can convert the fears in to freedom, thus creating a positive and progressive environment to the team (Taylor-Bianco & Schermerhorn, 2006). There are many difficulties a leader may face in the newly formed teams, such as balancing the control which includes controlling the team as well as letting control go, pursuing continuity as well as inviting change, balancing emotions and handling as well as managing the strengths and weaknesses of the team members in an appropriate way (Martin & Ernst, 2005).

2. There are various strategies that implemented to enhance the participation of the team members such as, training or learning sessions, interactive sessions that can develop tolerance towards diverse idea pool, conflict resolution techniques (Cummings, 2009). Interactive sessions and balancing work stress among the team members can help them build trust and encourage harmony (Cascio & Aguinis, 2005). The common misinterpretation of the participative management by most of the managers is that it is nothing but asking the employees to weigh in during the decision-making. However, it involves more than involving the employees during the suggestions. There are multiple ways to improve the adaptation of the participative management in groups across the organization. At first the leaders of the teams must be willing and open to giving away some of their authority to their workers and they should feel safe and comfortable in their role for the participative management to work effectively at the workplace. The leaders or managers do not understand the fact that participative management would increase their employee’s dignity and recognition for them instead they are afraid thinking it would reduce their employee’s respect towards them. It requires deliberate planning with a consistent speed of execution because changing the employee’s perception of the management consumes more time like any rewarding exertion at entire cultural change from the democratic way of management to the participative management.

References:

Greenfield, W. (2004). Decision Making and Employee Engagement. Employment Relations Today 31, 13-24.

Keef, L. (2004). Generating Quality Interaction. Occupational Health & Safety 73, 30-31.

Obolensky, N. (2017). Complex adaptive leadership: Embracing paradox and uncertainty. Routledge.

Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons-Vinod Guntapali

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