Leadership Paradox And Inter-Team Relations

Leadership Paradox And Inter-Team Relations

Leadership Paradox and Inter-team Relations

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.

Respones needed for below  answers:


Response 1 ( Anoop)

Employee’s job satisfaction and their experience with the organization completely depend on the leaders and managers of the organization.  As we know leaders and managers play a vital role in building the overall organizational culture and workplace ethics. Efforts of individual leaders will increase the morale of the employees or team members that make a leader has the best leadership paradoxes.

If the leadership of any leader provides personal discretion, freedom in making choices by the employees then such leadership has good paradoxes. The number of levels in the hierarchy of leadership will be decreased with the implementation of leadership paradoxes (Cunha, 2021). All the organizational lessons are mainly due to distributed leadership that is having the best paradoxes in helping the employees to have innovative thoughts or ideas in dealing with problems.

Implementation of Participative Management:

If the decisions in the organization are team collectively with the involvement of everyone like employees, top management then such administrative system is considered to be implementing a participative management system. The number of challenges in the teams in its initial forming stage will be decreased with the objectives of the participative management system. When all the members of the team put their suggestions, observations, opinions, and experience on the discussion table it would result in great and desired outcomes from their roles and tasks.

The four important dimensions of the participative management system are namely behavior, structural, interface, and the results. All the managers and team members must try to focus on implementing the objectives of the participative management system in every situation so that problems can be reduced.  The behavior of the authorities will help the team members to build trust and respect that will increase the chances of being successful in the teamwork. The organizational structure must be designed in such a way that it must be simple and does not create any kind of confusion in team members in dealing with the managers and team leaders.

Participative Management System Strategies:

The three strategies that will strengthen the participative management style are namely delegating power, motivating teams, and foster collaboration. Employees in the organization and team members must be given some power to encourage them in doing their part of the tasks more efficiently. All the levels of employees must be given the power to participate in decision-making by providing their ideas and thoughts in solving the problem. Providing equal opportunities in terms of opportunities and power distribution will also let the employees work efficiently and have the best suitable plan for their work.

All the operations that are preferred by the employees must be given according to their skills and experiences to get desired outcomes. The motivation of employees or motivating teams adds to the encouragement of participative management style in the organization. Managers must set certain rules and limits that will help the employees to take the right decisions all the time (Gracia Arca, 2020).

Employee’s motivation by managers and team leaders will increase their involvement in meeting the goals and objectives of the business plan. Coordination in the workplace among team members is necessary that will add beneficial outcomes that promote participative management style in the organization. Fostering collaboration will make the teams improve their need to participate in team goals through effective communication. Trust and respect are built among the team members that will develop the growth of the teams in the long run by encouraging a participative management style. All the company’s operations can be performed effectively and efficiently with the help of a participative management style.

Impact of Inter-Team conflicts:

The primary reasons for the causes of inter-team conflicts are work interdependence between the team members, goals variances, lack of understanding of different perceptions, and lack of interactive nature among the team members. When the employees are not distributed with equal work or tasks then it would create chaos in the team that will impact the goals of the team negatively in the long run.

Limited resources and a lack of reward structure in the team will also result in inter-team conflicts (Cheng, 2020). Communication in the team will be decreased, isolation of employees is seen that will directly impact the goals of the team, individual differences will be increased that reduces the team building morale.


Response 2 (Prahald)

1. Managers and supervisors have a significant impact on workers’ work and organizational experiences. Managers are indeed part of a wider corporate culture, and also the social atmosphere will outlive the actions of any single leader. In general, a foundation’s functioning may be extremely central command, involving strict obedience to guidelines and a hierarchical for judgement. Within a certain culture, a leadership may act in a somewhat more participatory manner, soliciting feedback from peers and making choices who are more heavily affected by colleagues (Stapleton, Doyle & Esquire, 2005).

Within the bigger context, the league’s counterculture can exist. A larger firm may promote individual autonomy, private judgment, and flexibility, within that same culture, a supervisor may supervision teammates, monitoring work, content, and procedure. Leaders develop their own cultures, and such cultures are frequently reflections of their personality.

The work environment and work attracts people to a corporation. Cos of the boss, people quit a firm. One of the most important aspects in one’s firsthand opinion of an institution, job, or employment balance is one’s immediate manager (Stapleton, Doyle & Esquire, 2005).”

2. Professionals that participate in judgement in particular zone of control within in the firm take on the duty of their given profession, as well as the responsibilities that comes with it.

The importance of participation in an ESOP cannot be overstated. Indeed, also according to the findings, ESOPs with little employee engagement will be worse than establishing no ESOP ever again. This negative impact has been estimated to be as high as 6% lower productivity. Empathetic rights to participate (Hannan, 1964).

This means that such a worker’s incentive to continue or not is a personal one. Each individual must realize that by participating, he or she is assuming responsibilities for increasing the industry’s worth and, as a result, his or her personal economic growth. Each business has its own workplace awareness of cultural strategy. As a result, each manufacturer’s participating strategy must be customized to match its specific requirements. In a high-tech organization, for example, in which many workers work on Internet network programs, discussion should most likely be done through some of those channels (Stapleton, Doyle & Esquire, 2005).

3. The character of the community was among the most common causes of aggressive behavior. Workplace independence, goal discrepancies, perceptions disparities, and the rising need for experts might all be factors.

Individual individuals or groups are frequently responsible for the start of interpersonal conflicts. Independent national, morals, or distinct attributes are produced, accepted, and sometimes even protected by each particular organization. These tribes can either tell the difference between “we” and “them.” Member who breach essential components of the society, particularly foreigners who affront these principles in any manner, are usually met with a correcting or protective reply (Hannan, 1964). The judgments that people have about everyone else’s attributes are typically reflected in social relations.

When enterprise integration same interests and appear to be heading in the same direction, they could perceive each other favorably; nevertheless, when groups’ behaviors and aims disagree, they may perceive each other negatively. It is critical to analyze the background of interactions between some of the groupings in disagreement while attempting to avoid or resolve conflict situations. If history is allowed to its own devices, it will reproduce itself (Hannan, 1964).