Question 1: 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 interteam 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. Your post should be 400 words long (40 points). Please use APA throughout. Answer: Answer all the questions. Use APA format with more than 300 words and at least 3 references Question 2 : Response by: Sai Charan Guda 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. Leadership paradox is the concurrent presence of two conflicting states, for example, that among development and productivity, coordinated effort and rivalry, etc. When teamwork and leadership are part of the team, there is a possibility of tensions, conundrums, dilemmas, and paradoxes (Poole & Van de Ven, 2016). With this given situation, it is also certain that the team members can not only be empowered through such conditions, but such a scenario can also result in increased frustration. This is because the individuals can think naive sometimes that power is vested only in a leader’s hands and it can always be misunderstood that the leader is rather imposing his or her own will on the team than treating him as visionary to show the path and motivate the team to achieve better. On a very basic level group enable associations to achieve undertakings that are too enormous for one person. They are the structure hinders that make authoritative size reasonable. Traditionally bunches are viewed as affecting part fulfillment, execution, discernment, and improvement of standards and frames of mind (Agrell & Gustafson, 2016). Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Many administrative discussions happening at the leadership level always focus on headship. In any case, it is imperative to recognize administration from leadership authority. Administrators can be pioneers; however they are not generally leaders(Poole & Van de Ven, 2016).They can impact individuals to complete things due to their positions in the organizational hierarchy. This headship is kept up through a composed framework and it doesn’t emerge out of unconstrained acknowledgment of gathering individuals. There can be clear similarities and contrasts between the head and their team members which add to issues in correspondence thus leading to communication issues. Manager’s impact relies upon the sorted out arrangement of which they are part (Brass, 2011). Then again, authority can be seen as persuasive, the capacity to get others to accomplish more (or distinctive things) than they would typically do. What serious biases or misassumptions do groups that are involved in interteam conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? Tensions are showed in various forms which are frequently shown reciprocally: opposing rationales, contending requests, conflicts of thoughts, logical inconsistencies, arguments, incongruity, mysteries, quandaries, dualisms, etc. These pressures uncover opposing or potentially conflicting characteristics, articulations that appear to be absurd yet which might be valid in real. Dilemmas frequently speak to a decision between similarly adjusted options, each with related expenses and advantages, problems that apparently challenge attractive goals, regularly exhibited in either/or teams. Paradoxes are explanations opposing to feeling received; apparently conflicting proclamations that may or may not be valid (Agrell & Gustafson, 2016). whether you accepting the response or against the response depending upon the question in more than 200 words. Below are additional suggestions on how to respond to your classmates’ discussions: · Ask a probing question, substantiated with additional background information, evidence or research. · Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives. · Offer and support an alternative perspective using readings from the classroom or from your own research. · Validate an idea with your own experience and additional research. · Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings. · Expand on your colleagues’ postings by providing additional insights or contrasting perspectives based on readings and evidence. Question 3. Response: by Siva Krishna Sunkavali LEADERSHIP PARADOX: The phenomenon where leaders can create their own rules, regulations, and cultures among the employees and their work environment in a centralized manner is known as Leadership Paradox. Usually, this phenomenon’s work environment and culture resemble that of their own leader’s personalities. Therefore this indirectly states that there might be several concerns from the employees being forced to work and be productive solely based on their leaders perspective and behavior and having their own ideas and workflow might not be encouraged. (Miller, 2011) This might create several conflicts which the leaders, in turn, have to resolve and make sure that their team performs effectively. There might be few rebel employees who would not like to solely follow the terms put forth by their leaders assuming that they have a much better way of dealing with the tasks and this creates a hassle among all the employees and the entire workflow might be a problem to be managed by their leaders. (SHINAGEL, n.d.) PARTICIPATIVE MANAGEMENT: There are several extensive strategies that can be implemented among a team to be more participative and this can happen only when the leader of the teams is open to suggestions and better ideas put forth by their employees. Every leader’s priority should b to make sure that their team is performing efficiently and effectively and all the team members are motivated to be creative and unique while making decisions for solutions to problems. · Providing extensive training to every employee in the team and making sure that they are well aware of what their roles and responsibilities are would help the individuals to contribute more than what is required and come up with appropriate suggestions while complex situations. (Duggan, n.d.) · Motivating the team members to come forward with most unique and creative ideas or solutions to solve the problem at hand is a must. Providing incentives and rewards for the best ideas and solutions would also help the employees to be more participative especially while dealing with complex situations. (Mankar, 2015) INTER-TEAM CONFLICT: When there is a situation where more than two people come together to work on a specific goal there is always a possibility of conflicts that may arise and sometimes these conflicts can end up destroying the entire team and its performance, especially when the leader is not professional and capable enough to resolve the issue at the budding stage. There are several conflicts that may arise under inter-team conflicts and some triggers that might lead to that are like competition, envy, personality traits etc. (Belak, 1998) Many employees always feel the competition to impress their leaders and stand out on their team even though they all are focusing on achieving the same goal and this might heat up things between two or more employees which end up in a conflict. There are other factors such as having envy or mismatch in their respective personalities. This conflict is not dealt with in their initial stage can create a huge mess and can destroy the entire team’s motivation and work environment which leads the team to fail in achieving their own goals. (Duggan, How to Handle Intergroup Conflict Within the Teams, n.d.) Answer : Please add your comments whether you accepting the response or against the response depending upon the question in more than 200 words. Below are additional suggestions on how to respond to your classmates’ discussions: · Ask a probing question, substantiated with additional background information, evidence or research. · Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives. · Offer and support an alternative perspective using readings from the classroom or from your own research. · Validate an idea with your own experience and additional research. · Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings. · Expand on your colleagues’ postings by providing additional insights or contrasting perspectives based on readings and evidence. Question-4 Sivaiah A. The leadership paradox can be illustrated as the condition where leaders thrive to deliver outcomes and intentionally or unintentionally make themselves needless in their effort on making their work force to do it. So, for instance, business leaders ought to be keen-sighted, tough, independent and still need to be flexible enough to adapt the situations. Often likeness of the limitations of language and the words we use to define objects, portray as a paradox. To illustrate, we may say a leader is portraying tough abilities which doesn’t mean that same leader cannot have kind qualities. Participative management system is a kind of management where all the employees are motivated to present their ideas by recognizing and creating organizational-goals. This style of management results in increased participation of all the workforce, yet face some difficulties during initial and later stages. (Prachi Juneja) · Security Issue: Security issue arises during initial stages of newly formed teams or groups, as there will be too many people in the team and there is a chance that they are exposed to lot of information which may change into critical data in the later stages. Therefore, the possibility of information getting leaked is high. · Decision making slows down: It is too obvious that if many people are encouraged to participate in decision making, it will slow down the decision process because inputs and comments starts pouring from each individual and it takes time to validate the accuracy or efficiency. (Prachi Juneja) B.The strategies for encouraging participative management in the workforce are Promoting Learning and Career Development- effective leaders encourage their employees to identify performance gaps and set their own career path using company resources, including formal education, workshops and self-paced courses. This can be implemented by empowering the employee to assess her own competency and establish a plan, the leader guides the employee and provides a supportive atmosphere in which to develop the skills necessary to achieve the company’s strategic goals. Increasing Employee Satisfaction- When companies find out through employee satisfaction surveys that subordinates feel disgruntled and disillusioned, effective leaders use participative management techniques to get the organization back on track. This strategy can be achieved by running focus groups and personal interviews, effective leaders get input from their subordinates about the true state of the organization. Using this valuable feedback, these leaders realign their strategic objectives. Improving Processes- Effective leaders reward employees for innovative ideas. Using quality management techniques such as Lean Six Sigma, managers identify opportunities to improve company processes that reduce product errors, eliminate waste and increase customer satisfaction and can be implemented by involving employees closest to the problems, such as customer service representatives, effective leaders gather data to determine the root cause and fix problems. Valuing Diversity-In global organizations, effective leaders ensure that teams work well together. By running workshops and team-building exercises, these leaders encourage their subordinates to learn about their co-workers, business partners and suppliers. This can be implemented by recognizing that succeeding in a dynamic marketplace requires expertise in dealing with different cultures, customs and traditions, effective leaders foster a collaborative work environment.( Duggan, Tara) C. Intergroup conflict arises when two or more workgroups of any type clash or disagree with each other – but it isn’t always about personality differences. In a nutshell, such a conflict develops when at least one person in a group behaves inappropriately, feels rejected or offended or perceives opposition of any sort from at least one person on another team or side.For starters, workplace disputes or confrontations between groups might stem from misconception, disagreements, intercultural differences, poor negotiations, poor social exchange, a perception of unfairness or various other circumstances or negative types of interaction. unhealthy stress generate group-wide negativity, relationship breakdown and lower productivity. Stress caused by a higher-up who favors one team over the other could spark jealousy or a feeling of unfairness in the “unloved” team, bringing down their morale and productivity. (Hordos, Lorna, 2018) Answer : Please add your comments whether you accepting the response or against the response depending upon the question in more than 200 words. Below are additional suggestions on how to respond to your classmates’ discussions: · Ask a probing question, substantiated with additional background information, evidence or research. · Share an insight from having read your colleagues’ postings, synthesizing the information to provide new perspectives. · Offer and support an alternative perspective using readings from the classroom or from your own research. · Validate an idea with your own experience and additional research. · Make a suggestion based on additional evidence drawn from readings or after synthesizing multiple postings. · Expand on your colleagues’ postings by providing additional insights or contrasting perspectives based on readings and evidence.

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