Powerpoint for Paper

Running head: LEADERSHIP ISSUE ! 1

Leadership Issue

Brittany Baron

Dr. Ed Funk

OLCU 487

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Abstract

Leaders face a number of issues that, which can affect the effective management of the

organization. Among the issues, they came across in their leadership role that will be discussed is

a confrontation. Confrontation may occur in the following ways; speaking up, talking about

problems, raising issues, and asking for help. Leaders experience confrontations almost every

day. Since confrontations occur frequently in workplaces, they have to be dealt with

appropriately. The best way to deal with confrontation is not to avoid it. Avoidance is a method

that has been adopted by many leaders. The avoidance of confrontation erodes the elements of

respect, trust, and healthy workplace. Therefore, leaders should encourage constructive

confrontations. Constructive confrontations will be encouraged through knowing of ways to

create them and handling them. It is crucial to study confrontation in order to be able to create

constructive ones in the workplaces and deal with them.

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Table of Contents

Leadership Issue 4 ..............................................................................................

Research Purpose and Questions 5 ..........................................................................

Literature Review 5 ............................................................................................

Confrontation as an act of respect (how it is healthy) 5 ..............................................

Why leaders are not encouraging more of the confrontation 9 .....................................

Conclusions and Recommendations 11 ......................................................................

How to create a constructive confrontation 12 .......................................................

How to handle confrontation 15 ..........................................................................

References 16...................................................................................................

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Leadership Issue

The leadership issue identified is a confrontation. Leaders battle with the problem of

confrontation in their organizations. Confrontations that are not constructive are likely to result

in conflicts while those that are constructive can be dealt with peacefully. There are many times

leaders, in their roles, have experienced a clash of ideas and attitudes with other leaders or

followers in the organization. In fact, leaders experience confrontations almost daily in their day-

to-day activities.

Some leaders try to avoid conversation because it is likely to lead to confrontation. In

fact, leaders think that confrontation is a bad thing, and it should be avoided at all cost. For

instance, if a leader was doing something that was interfering with the ability of another person

to perform his task and accomplish the objective that is important, it will be important for the

other person to notify the leader his actions. This is a form of confrontation.

It is very important for leaders to know the consequences of their actions. It will be

difficult for one to be successful in avoiding confrontations. One should be willing to give and

receive feedback from workers in the organization (Hershcovis, Cameron, Gervais, & Bozeman,

2017). Communication should not be assumed by those in leadership positions. The fear of

conversing about issues that are pertinent will bring about leadership issues in the organization.

The idea of assuming things on the part of managers and leaders should be done away with. The

assumption will make important things not to be dealt with at the right moment. Those in

leadership positions should always be free with one another and with other workers. It is crucial

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to study confrontation in order to be able to create constructive ones in the organization and deal

with them.

Research Purpose and Questions

The purpose of this paper is to discuss confrontation. Also, it will discuss whether

confrontation is an act of respect (or whether it is healthy,) and why most leaders try to avoid

confrontation. Therefore, the research question for this study is the following: Is confrontation an

act of respect and why aren’t leaders encouraging more of it?

The good thing about the formulated research question is that it will create more inquiry into this

issue of confrontation. Being among the important stages of research, it will help guide the

research. This research question is the foundation of this study. All the things that will be

discussed in the next sections will be built on the research question. It means that the base of

where this study is heading is formed by the research question.

Literature Review

Confrontation as an act of respect (how it is healthy)

Kellermanns et al. (2008) argue that constructive confrontation is important to leaders

and in organizations. This is because it helps to create a healthy environment or workplace for

leaders and employees. Organizations are making use of work teams so much to get greater

access to the broader skill and knowledge base of workers as well as provide efficient, adaptive

decision-making. The authors also argue that constructive confrontation norms crucial

contingency variable in the relationship between decision quality and mental model similarity.

The significance of mental model similarity during confrontations is that it will enable a leader

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and other team members to understand the perspectives of one another. Also, it will bring down

the chances of occurrence of conflicts. Decision quality will be improved by mental model

similarity. With the presence of constructive confrontations and good norms, leaders and workers

will reap positive benefits from confrontations without experiencing negative consequences.

Additionally, there will be a greater diversity of inputs (Kellermanns et al., 2008). Therefore,

when there is a strong constructive confrontation norm and less mental model similarity (that is,

more diversity of perspectives) improved decision quality will be likely. Therefore, constructive

confrontation is good since it creates a healthy workplace. It will also create respect among

leaders and members.

According to a study that was carried out by Johnson (1990), confrontation, especially

constructive confrontation, is an act of respect in the workplace. Leaders who empower others in

the organization to speak up, talk about their problems, raise issues, and ask for help are likely to

be respected. Speaking up and dealing with confrontations is a cultural norm, which can enhance

organizational success. In their study, the researchers also found that individuals who are always

on receiving end of disrespect at workplaces spend much of their time, about 50 percent, during

working hours dealing with the impact of disrespect behavior. For instance, if leader X is

disrespected by leader Y, leader X will spend much time dealing with the impact of being

disrespected by leader Y. When confrontation is encouraged, workers will be free to air their

ideas and feedback freely (Johnson, 1990). This will encourage innovation and creativity,

thereby, doing away with fear that could have brought about disrespect. Respect will prevail in

the organization when workers are able to express themselves respectfully. Many people know

how to communicate, but the skill that most leaders lack is how to communicate respectfully and

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effectively. Confrontation and conversation are good cultural norms of workplaces. Giving

feedback and speaking up are forms of confrontation (Hershcovis et al., 2017). Leaders should

not go to great length to avoid confrontation. Due to this, things that are interfering with the

ability of a person to do his job properly, to attain their full potential, and positively contribute to

the performance of an organization should be dealt with. Keeping silence when things are

bothering you only kills the chances for top employer status. Respect within the organization and

better performance from leaders and employees can be attained through having a culture in the

workplace that encourages people to speak up.

The study by Burpo and colleagues examined the use of confrontation when it comes

power tool. According to the study, a good association helps to build power among leaders and

employees. Further, confrontation always arises during the association of leaders and employees.

A constructive confrontation between those with power and while dealing with other employees

can help deal with intractable conflict (Burpo, DeLord, & Shannon, 1997). During this kind of

conflict, there should be the assumption that long-term and intense confrontation over difficult

and crucial issues are inevitable. What can be not usual is the destructiveness that is attributed to

the escalation of conflicts. Also, discussed are the steps in a constructive confrontation. The first

step is diagnosis and it entails preparing for a conflict map. This map requires leaders to

determine potential and active adversary groups together with intermediaries. The interests and

position of these groups should also be determined. Furthermore, immediate disputes and

confrontations should be placed into the context of the underlying and long-term conflict. The

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other thing to be carried out during the step of diagnosis is differentiating core aspects of a

conflict from factors that are complicated. Complicating factors are issues in the process of

conflict that make core harder to see, understand, and address. Some examples include the

classes determined in the training program. Some of these are framing problems, fact-finding

problems, procedural problems, misunderstandings, and escalation and polarization. Finally,

problems present in the core confrontation process has to be determined.

Pearce and Littlejohn (1997) argue that respect among individuals and the creation of a

healthy workplace can be attained through having more productive ways to express moral

differences and manage moral confrontations and conflicts. Moral confrontation and conflict are

defined by the authors as a situation where moral orders and social worlds of individuals are

incommensurate. Some of the best approaches that can be used when it comes to these situations

are primary approach via communication theory and process-oriented approach. The good thing

with these approaches is that they will direct attention to the structure of confrontation and

conflicts. One particular method that should be avoided is strategic outcome-oriented

approaches. This is because it only focuses on winning a confrontation or dispute (Pearce &

Littlejohn, 1997; Sessa, Morgan, Kalenderli, & Hammond, 2014). A confrontation should be

handled through the use of better confrontation management methods. Some of the ways that can

be used to handle confrontation and conflict is dealing with the issue and reaching an agreement

and not avoiding a situation. Confrontation in the workplaces is beneficial. When a confrontation

is dealt with properly, a stronger and more open social bond is formed between individuals. This

calls for leaders to find a better way of engaging with others and dealing with confrontations and

conflicts.

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Similarly, Hershcovis et al. (2017) state that confrontations emerge from some moral

differences. Some of the moral differences and differences in opinion, differing social realities,

and differing worldviews. Not all difference among individuals will lead to confrontations.

Moreover, confrontations are a good form of communication, and it has four important features.

These features are interminable, intractable, morally and rhetorically attenuated. Differences

among individuals are normal. When differences are not threatening, people may communicate

in ways that celebrate differences and ways that celebrate similarities. On the other hand,

persuasion can be used to deal with differences that are a bit troubling. Shared standards of the

disclosure will be required during the process of persuasion. In cases where that is troubling

differences, individuals may be forced to repress their differences (Hershcovis et al., 2017).

Repressing differences is not a good way of dealing with confrontations because it may make

things to be violent at sometimes. Better communication methods should be used to handle

confrontations. For instance, one method that can be employed is transcendent discourse.

Transcendent discourse will introduce a new shared language. This language will help

individuals to coordinate their worldviews that are differing, thereby, creating strong bonds and

respectful relationship.

Why leaders are not encouraging more of the confrontation

According to Chaudhuri, Kettunen, and Naskar, (2015) leaders are always after creating a

good image for others in the organization. The leaders believe that confrontation is not healthy

and getting involved in one will create a negative image. This makes these leaders avoid

confrontation at all costs. For instance, there are leaders who, when a confrontation is looming

will change the method of communication. Instead of communicating with others face to face,

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they will use the internet to communicate messages. This is not a good way of dealing with a

problem. Trust and respect can be created by communicating effectively and ensuring that all

issues or matters are resolved.

Jackman and & Strober (2003) believe that leaders are not encouraging more of confrontation

because they fear confrontation. Leaders who cannot confront are not effective in their work.

This is because they fall below their potential, live with the frustration of nagging, and lead a

workforce and organization that is unremarkable. Such leaders avoid confrontation due to a

number of reasons. Among the reasons are: they are concerned that they will not confront well;

they are driven by self-interest, where they do not want to get upset with others; they have false

compassion (false compassion avoids while real compassion confronts), and think that

confrontation is cruel. There are many methods to deal with the fear of confrontation. Some of

these methods are; believing in the ability of others, committing and serving others and making

things better, reflecting on past failures and success before confrontations, defining perspective,

coming up with alternatives and choosing the best ones, responding to defensiveness by asking,

and using others' language.

Some leaders do encourage confrontation because they argue that the confrontation may

change from a constructive one to one that is destructive (Hershcovis, Cameron, Gervais, &

Bozeman, 2017). Constructive confrontation is good in the organization since it enables

individuals to air their views and give feedback freely. Also, it can create the elements of trust

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and respect among leaders and workers since the views of all are accepted and acted upon.

Destructive confrontation, on the other hand, will create conflict. Conflict will hamper the

effective performance of leaders and workers. Most leaders believe that confrontation may make

things worse in the workplace by interfering with cooperation, coordination, teamwork, respect,

and trust.

Lack of effective methods of handling confrontation on the part of leaders makes them not to

encourage confrontations. Most leaders are having a problem with handling tough conversations

with others in the organization (Dirks & Skarlicki, 2004; Susskind, Levy, & Thomas-Larmer,

1999). This is because they do not know about ways of handling confrontation as a leader. For

instance, most leaders come across issues or things in the organization that is not done properly,

however, they have the fear to confront those who are not doing those things as it is expected.

Therefore, leaders should do away with qualities that they had while leading small teams, such as

generous heart, niceness, and gentleness. These qualities are a liability to leaders and senior

managers.

Conclusions and Recommendations

A confrontation is an act of respect and it determines the effectiveness of a leader. Since it

may occur in different ways, such as giving feedback, speaking up, talking about problems,

raising issues, and asking for help, it creates effective communication and brings in the elements

of respect and trust. Leaders should be aware that it is a cultural norm that can create the success

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of the organization. Additionally, confrontation will make sure that all issues like moral

differences are dealt with in an appropriate manner. Most leaders do not encourage confrontation

because of a number of reasons. These reasons are; lack of effective ways of handling

confrontation, having the fear of confrontation, and avoiding to create a bad image.

Therefore, it is recommended that leaders should come up with ways of creating

constructive confrontation and methods of handling them. Below are some of the ways that

should be used by leaders to create constructive confrontation and methods of handling the

confrontations.

How to create a constructive confrontation

One of the major challenges and difficult situations, leaders face is trying to work on the

poor performance of an employee. With skillful coaching, patience, and perseverance, leaders

can help the worker have the preferred change through giving them positive motivation. A coach

who is an effectual performer knows how to confront a worker constructively hence increasing

the chances of the positive outcome. These leaders understand that engaging workers on a

destructive confrontation lead to reactions that are negative to the workers.

As a good coach, it is good to come up with stages so as to effectively practice

presentational communication and interpersonal skills, this will facilitate the effectiveness and

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delivery of the constructive feedback to the workers. A leader should be prepared when handling

the workers. In that what he/she has the right facts and examples that are specific to be used

during the meeting with the workers. Reviewing documents with workers will help increase their

understanding of what is discussed.

Create the best atmosphere. As a leader is positive, not arrogant, being confident while

speaking and maintaining of eye contact will create a good environment for the discussion.

Monitoring non-verbal cues such as tone, facial expression, and body language are important.

Studies have shown that non-verbal cues carry a strong meaning to the audience other than what

we verbally speak.

Acknowledging the past good performance of employees will encourage them to discuss

freely towards the subject matter. A leader who recognizes all the work of his/her employees and

is sincere with what observed will create a better room for improvement since he/she is positive

about the workers.

During the meeting, as a leader lecturing should be avoided. The meeting should be

meant for discussion where each party is given an opportunity to speak and point out examples

of poor performance and how to deal with them to give good results. By reviewing acts of poor

performance with the employees will give the room to reflect and focus on how to work well so

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as to give the best performance. Asking open-ended questions will give room for discussions.

Ensuring that the employees understand clearly on the situation and what is needed differently so

as to give improvements.

Allowing possible solutions to come from employees facilitates easy commitment,

gaining by the employees. Employees will have time to reflect on the solutions generated by

them and also come up with ways of changing their behavior about the work. Discussing specific

aims and letting the employees give their sides and what it will take them to meet what has been

set. Being part of them and adding your ideas will lead to improvement.

The conversation should be kept on track so as to avoid misunderstandings. If an

employee goes out of topic, acknowledge what he/she has said and helped them to get back to

the subject matter. In case of any misbehavior or employees become disrespectful immediately

stop it. Come up with strategies that will make them get composed by maybe initiating a break

in the middle of the discussion. Be ready to have empathy for them if they express what they

feel, but the subject matter should remain on track.

Disciplinary procedures should be explained if they are unable to improve the situation.

Before ending the meeting, you should be able, sum up, what has been agreed on and the

possible disciplines that will be there if they do not meet with what was agreed on. Remember

that in order to achieve good performance it is the duty for both of you to work together. Give the

employees encouragements that they are the best and hence what has been discussed will be put

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into consideration. Conclude the meeting on a positive note and schedule a date for the next

meeting to discuss their progress.

How to handle confrontation

Issues of confrontation are very common in workplaces. However, this is not the best

way of interaction in places of work. There are many positive ways of dealing or handling

confrontation in a manner that it cannot cause conflicts.

If issues arise between you and your employees or between leaders it is good to find the

right place to discuss the issue. A private place or office is better because the conversation is

private and you don't want other co-workers to know what is happening. Additionally, it is not

good to confront someone over the email or telephone since there are no physical interactions,

one may miss the facial expressions or body language cues. It is good to have in-person

confrontational meetings.

Confrontational interactions or meetings need a lot of time whereby you and the other

party has time to have a conversation at length. Little time will make you unable to express your

feelings and say everything you wanted to say. Giving yourself more time will enable you to

express everything you desired to say and confront the person in the best way that will lead to a

good ending.

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When meeting up with a co-worker or a leader about issues, it is good to go there without

any attachments to the outcome and with a positive attitude. Try to walk into the meeting place

without the mind that you are right or you know everything. Being in positive attitude will

enable you to listen carefully to the other person without creating more conflicts.

Looking for ways to clarify the situation will ensure that a confrontation is not difficult.

Asking related question will help to make the dialog more productive since these questions seek

to find out what really went wrong. Answering the questions will help to create solutions to the

issues, hence, making the both of you feel productive.

‘I' statements help to avoid problems in a conversation between two co-workers or

leaders. ‘I' statements help to turn the attention of the listeners back to the person speaking. This

tool helps to avoid confrontation of what was done by the wrong person. This will make another

person not to feel defensive because you are talking about what happened to you and your

experience. Using ‘I’statements help to shift the conversation tension hence ending up positively.

References

Burpo, J. H., DeLord, R., & Shannon, M. (1997). Police association power, politics, and

confrontation: A guide for the successful police labor leader. CC Thomas.

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Chaudhuri, M. R., Kettunen, J., & Naskar, P. (2015). Transformational and servant leadership:

Evidence from indian higher education. Online J. Qual. High. Educ, 2(4), 93-101.

Dirks, K. T., & Skarlicki, D. P. (2004). Trust in leaders: Existing research and emerging issues.

Trust and distrust in organizations: Dilemmas and approaches, 7, 21-40.

Hershcovis, M. S., Cameron, A. F., Gervais, L., & Bozeman, J. (2017). The Effects of

Confrontation and Avoidance Coping in Response to Workplace Incivility.

Jackman, J. M., & Strober, M. H. (2003). Fear of feedback. Harvard Business Review, 81(4),

101-108.

Johnson, David W. (1990). Reaching Out, 4th ed. Englewood Cliffs, NJ: Prentice-Hall.

Kellermanns, F. W., Floyd, S. W., Pearson, A. W., & Spencer, B. (2008). The contingent effect

of constructive confrontation on the relationship between shared mental models and

decision quality. Journal of Organizational Behavior, 29(1), 119-137.

Pearce, W. B., & Littlejohn, S. W. (1997). Moral conflict: When social worlds collide. Sage.

Sessa, V. I., Morgan, B. V., Kalenderli, S., & Hammond, F. E. (2014). Key events in student

leaders’ lives and lessons learned from them. Journal of Leadership Education, 13(2),

1-28.

Susskind, L., Levy, P., & Thomas-Larmer, J. (1999). Negotiating Environmental Agreements:

How To Avoid Escalating Confrontation Needless Costs And Unnecessary Litigation.

Island Press.