Case Study Analysis and Servant Leadership: A Comprehensive Approach to Conflict Resolution

This case study analyzes a scenario involving conflicts within a sales team, exploring the root causes and potential solutions. It then delves into the principles of servant leadership, highlighting its benefits in resolving conflicts and fostering a positive work environment. The analysis demonstrates how servant leadership can be applied to address the specific challenges faced by the sales team, promoting collaboration, motivation, and overall team effectiveness.

CASE STUDY ANALYSIS
AND SERVANT
LEADERSHIP
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Contents
TASK 1 CASE STUDY ANALYSIS.........................................................................................................3
1 PROBLEMS IN THE CASE STUDY................................................................................................3
2 CAUSES OF THE CONFLICTS......................................................................................................3
3 POSSIBLE SOLUTIONS FOR THE CONFLICTS..............................................................................3
4 DEALING WITH THE SITUATION................................................................................................4
TASK 2 SERVANT LEADERSHIP.........................................................................................................6
A. DESCRIPTION OF SERVANT LEADERSHIP.................................................................................6
B. BENEFITS TO THE COMPANY AFTER IMPLEMENTING THE PRINCIPLES OF SERVANT
LEADERSHIP.................................................................................................................................6
REFERENCES.................................................................................................................................8
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TASK 1 CASE STUDY ANALYSIS
1 PROBLEMS IN THE CASE STUDY
The current case study depicts three major conflicts among the people of the seven executive
sales teams. Since the seven teams have to sell their products or services to the people, it is
quite clear that all the destinations do not have the same type of popularity among the people.
So, the destinations with more popularity obviously have more sales (Kugler, et al. 2010). The
first conflict starts from this situation which makes a team of Jane, Sara and Adam the best
team consistently. The next problem is between the Adam and Sara. The increased animosity is
due to the work attitude of both the people as Sara keeps her work in pace while Adam also
perform well but he always waits for the deadline. This creates some problems for them and
the last issue is due to the increased demand of the salary by Jane. Initially, she is kind and
devoted t her work, but this issue creates conflicts as she is also looking for another job.
2 CAUSES OF THE CONFLICTS
The first conflict is due to the consistent attaining the best team award by the Jane, Sara and
Adam. In such cases the animosity among the other team members as they are unable to
achieve the success as three of them in their sales of holiday destination packages. The most
probable reason for this is maybe because of the inefficiency of the company to provide a job
rotation to its employees and it is just focusing on its sales. Another issue is of conflict between
the Sara and Adam, this issue is possible because of the reason that people who are working
well need people with similar efficacy so that their collaboration can be beneficial for all. The
last case of conflict is due to the reason that despite the effective performance people should
first wait for their promotion otherwise there will be some situation of animosity among people
(Shin, et al. 2012).
3 POSSIBLE SOLUTIONS FOR THE CONFLICTS
In this case of seven sales teams and conflicts among the top team members and their personal
issue can be solved through some simple measures in future. The first issue needs job rotation
of all the team members so that all have the same opportunity to achieve the top sales
position. While the case of Adam and Sara might be solved with the general talk among these
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two people first then if the solution was not found, they can try to make synchronizing with
each other especially Adam have to perform fast without waiting for the deadline till last days.
In the end, the issue of Jane is one of the general issues of every person in their life. If one is
performing well, then it is obvious that they will expect more from their employers, this may be
in terms of financial increment or the bonus. So, this issue needs an understanding of Jane as
well as the staff has to understand the needs of their employees at right time (Wheelan, 2014).
4 DEALING WITH THE SITUATION
As the sales manager of the holiday providing company, I should manage the conflicts that are
developing in my team and prioritize the work at the first position and create the best results
for the company eventually. There are some ways to resolve these issues and avoid them in
future also. The description of ways to deal with current situations in the case study includes:
CONFLICT MANAGEMENT – this is a process through which the current conflicts can easily be
solved and avoided in future. The issue between the teams that the team of Jane, Adam and
Sara always comes on top can be solved through the active participation of other teams in their
work rather than focusing on work of other teams, this is one of the best ways to avoid the
situation of animosity among people (Trudel and Reio, 2011). While the second case will be
dealt with the factors involved in conflict management like avoiding, collaborating etc. The last
conflict can be solved with this as it will help to understand the capabilities and personal
strengths which can be helpful in avoiding the creation of conflicts.
MOTIVATION – this is one of the most important factors to make people more dedicated
towards their work and also influence them to perform effectively. This is the way that can
make other teams more motivated towards their task and perform well even after not getting
the top position rather it will force more to come first next time. In addition to this, the conflict
between the Sara and Adam needs motivation as despite or performing well Adam is waiting
for the deadlines while he can perform better if he pursues attains more sales with Sara
(Lindenberg and Foss, 2011). The last problem of Jane regarding the increase in the salary and
reduction in the job timing does not need direct motivation but indirectly with the help of
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motivation she can avoid such situation and perform well which eventually give more salary to
her.
NEGOTIATION SKILLS – it is a way to discuss an issue and eventually lead towards a solution of
the problem. But this can not be taken as instance since the current issue between teams
regarding consistent wins of the single team. It requires all the teams to work collaboratively
and negotiate with the management regarding the issue rather than creating animosity in the
work. In all three cases, the negotiation skills will be beneficial as they provide true
communication between people which clears all the confusions.
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TASK 2 SERVANT LEADERSHIP
A. DESCRIPTION OF SERVANT LEADERSHIP
The term Servant leadership was coined by Robert K. Greenleaf in 1970, in his essay named
“The Servant as Leader”. Being a servant leader, it is a responsibility of an individual to be a
servant first, in which one should focus on the needs and wants of other (Dennis, et al. 2010). In
severing leadership, leader focuses on the perspectives of other individuals, involves them in
the decision-making process, provides support to meet they're personal as well as the
professional goal and generates a sense of community within the workplace. The servant
leadership results in stronger leadership, more trust and higher engagement among
stakeholders and team members. Further, it also results in enhanced innovation.
However, the servant leadership is not only the leadership technique or style, but it is also a
way of behaving that one adopts over the long term. The servant leadership has major
similarities with the transformational leadership and also complements democratic leadership
style (Spears, 2010). In this leadership style, the power is majorly shared and puts the wants
and needs of others first. Individual and stakeholders associated with the servant leadership
feel motivated as they feel the sense of authority and freedom because they are involved in
decision-making process.
Moreover, the servant leadership is the best way to resolve conflict as it involves each and
every stakeholder in organizational procedures. However, the servant leadership is quite
challenging and difficult in autocratic and hierarchical organizational culture where leaders and
managers are expected to involve in all the decisions and also have authority to make all the
decision (Spears, 2010).
B. BENEFITS TO THE COMPANY AFTER IMPLEMENTING THE PRINCIPLES
OF SERVANT LEADERSHIP
The implementation of the servant leadership in the current situation of the company will
facilitate several benefits as it suggests managers to adopt one of the most effective ways to
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communicate with the people and make them pursue their tasks more effectively. With the
help of servant leadership style, the teams of sales executives in the company will feel their
importance in the overall process of the company regarding the sales of the holiday packages to
the people. in addition to this, the conflict of the Sara and Adam can be solved by intervening
through the non-powerful style of leadership which will make them understand to keep
synchronized with the works of each other and finally come up with a single and best result
(Liden, et al. 2014). At last, the case of the Jane needs a leader to guide her that she does not
he to leave the job and search for another one as she can even continue this job with more
salary if she works better than other. These are some of the benefits of servant leadership in
the current situation of the company.
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REFERENCES
1. Dennis, R.S., Kinzler-Norheim, L. and Bocarnea, M., 2010. Servant leadership theory. In
Servant Leadership (pp. 169-179). Palgrave Macmillan, London.
2. Kugler, T., Rapoport, A. and Pazy, A., 2010. Public good provision in inter team conflicts:‐
Effects of asymmetry and profit sharing rule. Journal of Behavioral Decision Making,‐
23(4), pp.421-438.
3. Liden, R.C., Wayne, S.J., Liao, C. and Meuser, J.D., 2014. Servant leadership and serving
culture: Influence on individual and unit performance. Academy of Management
Journal, 57(5), pp.1434-1452.
4. Lindenberg, S. and Foss, N.J., 2011. Managing joint production motivation: The role of
goal framing and governance mechanisms. Academy of Management Review, 36(3),
pp.500-525.
5. Shin, S.J., Kim, T.Y., Lee, J.Y. and Bian, L., 2012. Cognitive team diversity and individual
team member creativity: A cross-level interaction. Academy of Management Journal,
55(1), pp.197-212.
6. Spears, L.C., 2010. Servant leadership and Robert K. Greenleaf’s legacy. In Servant
Leadership (pp. 11-24). Palgrave Macmillan, London.
7. Trudel, J. and Reio, T.G., 2011. Managing workplace incivility: The role of conflict
management styles—antecedent or antidote?. Human Resource Development
Quarterly, 22(4), pp.395-423.
8. Wheelan, S.A., 2014. Creating effective teams: A guide for members and leaders. Sage
Publications.
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