Leadership: Solving Conflicts and Clashing Viewpoints in an Organisation

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leadership

Leadership: 1
Incident-1
Solving conflicts is the main idea to manage the disagreements on the part of various
employees. A team consists of members that have different believe system. Even after
providing the training, it is not necessary that employee comply with all ethical rules. Due to
empowering power to a particular member led to leg pulling and jealously among other
members. This hampered the team spirit that enforce each other to work for a common goal.
Leader has applied Directive theory that give a clear direction and expectations to the
employees. Leader started giving importance to every specialised team member so that they
do not feel separated from the team (Collinson, 2014). By following the directive theory,
leader involved himself very much into the operation with its employees. It has provided
structure to various unstructured tasks. The leader focus on protecting each employee by
considering the safety issues. It has reduced the issues with de-motivated employees by
allocating a particular work in which they are specialised. Apart from these, leader has
undertaken training on unethical issues to make them understand the importance of team
spirit. On the same side, leader has undertaken activities to promote team spirit and work
together as a team. Leader promoted activities and games that ask for team building methods
such as a healthy discussion and suggestion session on improving the quality of goods by
establishing new technology. On the controversy, path-theory leadership can fail when the
leader has flaws. It is possible that the leader will not react as rational as he should be
(Raelin, 2017).
Incident-2
Clashing of viewpoints of two members of the organisation influenced people and this
led to forming of new groups inside the same team. Groups lead to non-alignment of different
business activities affecting the organisational objectives. The company suffered from lack of