DISCUSSION_REPLY

Discussion1

Leadership Paradox and Inter-team Relations

The best leaders consciously or unconsciously repeat their focus on developing their vision to deliver their team results. They prove the best effectiveness in their repetition. You will not miss them as they create a process that cannot be happened without them. This is a situation in which the individual views the leadership in a different way. It refers to the point at which the group needs an explorer whereas the intimacy of his work undermines the group's self-efficiency. It is important because it can lead the organization in a positive way and guides away from the negative reactions and protects from the changes.  Group leaders may encounter situations with the recently formed group when the team is coordinated and the leading hypothesis is understood (Solomon, 2019).

The fact that the team has a leader but the presence of that leader disrupts the structure and functioning of the team. Duties representative leaders face challenges, especially in newly assembled teams, due to the team-related issues. The advantage of delegating duties is that the staff feels empowered. This empowering employee leadership is closely linked to the information sharing in the teams and team competence and also it improves employee productivity. This participant engagement calls for providing tasks that are evenly distributed to all the team members as they promote better results in the performance (Maroufizadeh, 2018).

In inter-team relations, Participatory management is an act of engaging individuals from a congregation to participate in organizational primary leadership. This management benefits by promoting communication between business groups at all levels of the organization. The communication between the employees gets increased, which is a clear saying that if there is an increase in the level of communication usually it leads to an increase in productivity. Communication can be said as the heart of any organization and business to achieve their goals. It can happen only through the proper coordination among the employees from the different departments. Only when the message or information is being communicated and correctly understood by the team then there will no conflicts between the team members and other different disciplines (Carton, 2018).

References

Carton, A. M., & Lucas, B. J. (2018). How Can Leaders Overcome the Blurry Vision Bias? Identifying an Antidote to the Paradox of Vision Communication. Academy of Management Journal, 61(6), 2106–2129. 

Maroufizadeh, S., Omani-Samani, R., Almasi-Hashiani, A., Navid, B., Sobati, B., & Amini, P. (2018). The Relationship Assessment Scale (RAS) in infertile patients: A reliability and validity study. Middle East Fertility Society Journal, 23(4), 471–475.

Discussion 2

In an organizational team, there are leaders and there are essential paradox that a team leader is expected to have. The leaders should be able to coach and develop their team members or the people they are leading and also should make decisions in the team and ensure upgrades and updates are carried out in the team whenever they are needed. They are also possible strategies in that the organizational team leaders use to handle tensions in a team.  An example of the leadership paradox includes; an organization that has many employees that are making decisions and choices, personal discretion and freedom but they are just within the culture of the organization, in this case the leaders is responsible in managing closely the employees, checking the work continuing in the organization, checking the quality of the services and products offered within the team in an organization and also checking out the work process in the organization. The leader is therefore responsible for the activities that are being carried out in the team of an organization (Baker, B., 2007). Leadership paradox has importance in an organization in that it helps in upgrading personal talents where the leaders is expected to be able to coach and develop their team members and help them in making tough decisions about their talents and upgrading when needed.

Inter- team conflicts in an organization occurring causes changes to the both teams involved in the conflict. If conflicts happen between teams, there result too many disadvantages to the teams in that this reduces the rate at which productivity is carried out and also it slows operations performed in general in the organization. There are various causes of inter- team conflicts that include; lack of proper coordination, poor communication egotism and confusion among the team members (Cuijpers, M., 2016). This results to the team not accomplishing their team goals and objectives in the organization.

References:

Aggestam, L., & Johansson, M. (2017). The leadership paradox in EU foreign policy. JCMS: Journal of Common Market Studies, 55(6), 1203-1220.

Barker, B. (2007). The leadership paradox: Can school leaders transform student outcomes?. School effectiveness and school improvement, 18(1), 21-43.

Cuijpers, M., Uitdewilligen, S., & Guenter, H. (2016). Effects of dual identification and interteam conflict on multiteam system performance. Journal of Occupational and Organizational Psychology, 89(1), 141-171.

Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The leadership quarterly, 15(5), 647-661.

Van Bunderen, L., Greer, L. L., & Van Knippenberg, D. (2018). When interteam conflict spirals into intrateam power struggles: The pivotal role of team power structures. Academy of Management Journal, 61(3), 1100-1130.

Discussion3

Leadership paradox is a phenomenon in which one team member will always try to dominate others and get highlighted among all the team members. These people always try to use every opportunity to get into LimeLight and get intersectional among all the organization's employees. There will be some cases in which some of the individuals feel uncomfortable getting interacted with the team. As they invest their money and time in the company, it is worth involving them in decision-making so that they will be satisfied. Leadership paradox is a phenomenon in which an individual team member will always try to dominate others and take responsibility for other team members.  The conflicts come mainly due to the different ideas and strategies in the taughts of the individuals (Glaser, 2015). When the time period is small and the work is more the stress becomes more and the work becomes harder to complete and due to the stress and mental tension everyone will get irritated in the team. Due to the stress interactions between the members goes in a wrong way.

The discussion must be correct for clearing the task. Participatory management is a shift in the management paradigm from a top-down approach to a more self-facilitated and self-sustained approach. Employees are given the freedom and responsibility, accompanied by all the necessary tools needed to delegate decision making, authority and evaluations of existing and foreseeable/unforeseeable problems. One tool in participatory management is implementing a Contingency Theory approach. This theoretical approach acknowledges that every problem is different, therefore every problem requires different approaches and solutions.Principles of participatory management consist of fundamental ideas that seek to empower and enhance the employee's understanding of problems as to explore and generate the greatest potential solutions embodying the ideals of democratic inclusion and participation. Shifting the paradigm from classical management to participatory management requires a collaborative consensus as an organization or institution with communication, inclusion, transparency and development (Farrell, 2018).

References

 Farrell, M. (2018). Leadership Reflections: Leadership Paradoxes. Journal of Library Administration, 58(2), 166–173. https://doi.org/10.1080/01930826.2017.1412712

Glaser, B. (2015). Of exploited reefs and fishers – A holistic view on participatory coastal and marine management in an Indonesian archipelago. Ocean & Coastal Management, 116, 193–213. https://doi.org/10.1016/j.ocecoaman.2015.07.022