Discussion(TM)

Classmate 1:

he leadership paradox involves where a group needs a pioneer anyway the proximity of a pioneer cripples the independence of the group. Leadership Paradox is significant since it regularly challenges the portion of a pioneer achieving negative reactions to coordinating, shielding from change, part battle, refusal of give up control, the concern of appearing to require limit and anxiety of expert strength (Hordos, 2018). With this impact, the gathering chief can confront the current conditions with the as of late outlined gathering when the term facilitated and comprehend authority speculation.

Numerous authoritative and auxiliary changes are regular with new initiative. Recently framed group authority likewise carries numerous focal points and burdens to it. Participatory (participative) management is where representative's assessment is likewise thought of and considered for dynamic (Tekleab, Quigley, Tesluk, 2009). It depends on the thought that when the representatives contribute their time and take a stab at the working environment, he/she should be allowed a chance to take an interest in the dynamic exercises, for example, defining objectives, deciding work routines and making proposals. Participative administration, however, includes more than letting representatives partake in deciding (Participative Management, n.d.). It includes the executives treating, considering and regarding the worker's thoughts and proposals.

Four process influence participation are as follows; (Tekleab, Quigley, Tesluk, 2009).

·       Data sharing: This is worried about keeping workers educated about the monetary status of the organization. 

·       Preparing: This includes expanding the expertise levels of workers and contributing improvement risks that permit them to utilize new abilities to settle on compelling choices viewing the association in general. 

·       Worker dynamic: This can come in different structures and can fluctuate from deciding work routines to choosing financial plans or cycles. 

·       Prizes: This ought to be connected to recommendations, thoughts, and execution.

Intergroup conflict happens when at least two workgroups of any sort can't help contradicting one another (Greenfield, 2004). Working environment questions and contrasts between gatherings or inside a gathering may emerge due to confusion, contradictions, intercultural contrasts, helpless social trade, helpless correspondence or different circumstances. Seriousness may likewise cause unfortunate clashes restricting center gatherings.

Classmate 2:

Leadership paradox

1.      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.

A paradox exists when there are two or more elements that coexist regularly. For example, a leader might want their team to be autonomous. At the same time, they are supposed to monitor the teams. This is a paradox because the leader knows that autonomy improves productivity, but at the same time, autonomy does not apply to every employee. Another example of a paradox in leadership is where the leader has to decide to use shared leadership or use hierarchical leadership (Kark et al., 2016). Some of the employees want to be monitored for then to function effectively. Leaders encounter paradoxes because they are expected to make decisions that will improve the organization's performance. Yet, to make one decision, they will have to forego the alternate choice's benefits. Such decisions are complicated and may take time to reach consensus (Kocolowski, 2010)

2.      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.

One way to encourage participative management is by encouraging multiple opinions when making decisions. Leaders can make decisions independently, but the decisions can be more effective when they consult others (Butow et al., 2015). This can be achieved by asking team members questions that will influence them to participate. The second strategy is thorough, encouraging the employees to be creative and innovative. Innovative employees can develop new ideas and thus participate actively (Bowers et al., 2014). Innovation can be achieved by practicing autonomy in the teams. 

3.      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.

The main bias teams have to believe that conflicts are harmful. However, conflicts are useful when they are managed effectively (Chen et al., 2012). Conflicts are generally associated with negative thoughts, and people are encouraged not to cause conflicts. Such bias can negatively affect the team, as it might not be able to achieve its goals because such teams will avoid cooperative conflicts that can trigger more opinions that will improve the organization's performance (Alper et al., 2000).

Classmate 3:

A leadership paradox portrays a different view of leadership and furnishes a standard for realizing diversified leadership. Every individual is engaged in a web of relationships. Some of these relationships occur in an environment filled with fear and anxiety. In some relationships, there is a promotion of open-mindedness, flexibility, and perseverance. A leadership paradox converges on the notion that leadership is a vital driver of converting systems that instill fear into a system that promotes independence and flexibility (Farrell, 2018). Moreover, the leadership paradox is defined as the situation where a leader's presence is required, but at the same time is causing more damage to the team’s functionality. It can foster a leader to bring negative responses that emerge due to the way a leader directs the employees, offers protection, resists change, and refuses to surrender control. A leader can face difficulties with the formation of a new group or team. Leaders should possess natural qualities that they can only acquire through experience to be able to navigate themselves through the leadership paradox (Farrell, 2018).

           In a participative management style, the team members must participate in discussions and meetings to share their ideas and opinions. Employees at varied levels of the organization are required to participate actively. In newly formed teams, the lack of acquaintance leads many team members to be withdrawn and keep to themselves (Zhang et al., 2014). Moreover, newly-formed teams are unaware of aligning team goals with team performance, as there will be the vagueness of team members' roles and responsibilities. It will be challenging for a leader to collaborate and manage a team that already has a preconceived notion that the leader should carry out their responsibilities and navigate their activities as per the team members’ expectations. Another challenge leaders will face in newly formed groups under the participative leadership style is making decisions, which cannot be done quickly. Decision making will usually take lots of time, which is a disadvantage for the team.

           Leaders who plan to adopt and encourage participative management should develop and implement some strategies. These strategies will aid in converting the bureaucratic system into a participative management system. Some of these strategies include delegating responsibilities and tasks, job engagement, and parallel resolutions. Delegation of tasks encompasses asking other employees to share their workload as the leaders will concentrate on more vital tasks (Hennestad, 2012). During task delegation, the leaders are responsible for allocating the work to the employees that are capable of completing them and providing them with the necessary resources. At the end of the task, leaders will give the employees feedback regarding their performance and give suggestions if any improvements are needed. Parallel resolutions consist of employees giving their suggestions on how to solve issues or improve organizational conduct. Employees are encouraged to share their ideas and drop them in a suggestion box placed in some places in the organization. Establishing quality circles where employees gather around and share their thoughts and ideas on improving products and services will also result in effective participative management (Rolkova & Farkasova, 2015). 

           Inter-team conflicts arise when two or more teams clash with one another. These clashes or disagreements arise not because of personality differences but when a team member’s conduct is not appropriate, or they feel neglected by a member of another team (Hector et al., 2018). One of the misassumption that arises during inter-team conflict is in-group and out-group bias. In in-group bias, team members think highly of their team members and are more favorable towards them than they are with members of other teams.  In out-group bias, team members don’t get along with one another and are more favorable to members of other teams than they are with their own team members. In-group bias provides the advantage of realizing team goals as team members are willing to collaborate to carry out team tasks and activities. Inter-team conflict is good for an organization as long as it is in check and doesn't adversely impact the communication between teams, which will prevent the realization of overall organizational goals (Van Bunderen et al., 2018).