A manager is a member of an organization with the responsibility of carrying out the four important functions of management: planning, organizing, leading, and controlling. But are all managers leaders? Most managers also tend to be leaders, but only IF they also adequately carry out the leadership responsibilities of management, which include communication, motivation, providing inspiration and guidance, and encouraging employees to rise to a higher level of productivity.
Unfortunately, not all managers are leaders. Some managers have poor leadership qualities, and employees follow orders from their managers because they are obligated to do so—not necessarily because they are influenced or inspired by the leader.
Managerial duties are usually a formal part of a job description; subordinates follow as a result of the professional title or designation. Managers are held responsible for their actions, as well as for the actions of their subordinates. With the title comes the authority and the privilege to promote, hire, fire, discipline, or reward employees based on their performance and behavior.
Unlike managers, leaders are followed because of their personality, behavior, and beliefs. A leader personally invests in tasks and projects and demonstrates a high level of passion for work. Inspiring your workers to get promoted is leadership. Giving fair evaluations, ensuring they are taking on the right duties, assigning challenging jobs they need and giving them time to study is management. An article by Kristina G. I once heard that we are all leaders, even if we are leading ourselves.
In the military and in life this is a true statement. The question is, how effective of a leader are you to yourself as well as to those you lead? That forward-looking mindset crosses a myriad of activities, which may include seeking new markets, expanding product lines, and most importantly, ensuring they are laser-focused on developing and supporting their teams.
Another misconception is that leadership is easy. Strong leaders need to have the right combination of courage, integrity, and futuristic thinking. Author Susan Cain is one example of a less traditional, yet highly effective, leader. As a self-professed introvert, Cain is challenging businesses and schools to look beyond an extrovert-dominated culture and foster leaders with different temperaments.
Rooted in academic research, her work encourages organizations to harness the creativity of all employees by rethinking hiring and office design practices. Similarly, she is inspiring educators to avoid constant collaboration and give introverted students opportunities for quiet reflection where they can do their best work. Northeastern University President Joseph Aoun is another example of a thought leader who is reimagining education in the face of increasingly smart machines.
Adler and Towne identified three possible courses of actions when faced with a conflict: 1 accepting the statuesque i. Three types of outcomes result from these approaches to conflict management: Win—Lose approach, Lose—Lose approach and Win—Win approach. Conflict management research focus is centered primarily on the conflict situation and the person—situation interaction Knapp et al. However, there is a reason to believe that conflict behavior is determined by both situational and dispositional influences Sandy et al.
The theoretical framework of this study rests on the work of Thomas and Kilmann Internal consistency coefficients are in moderate range with average a-coefficient 0.
The findings suggest that the instrument is able to differentiate between conflict management styles. Thomas suggested the dimensions of Assertiveness and Cooperativeness in classifying his five modes: Avoiding, Accommodating, Competing, Collaborating and Compromising Figure 1. Conflict resolution represents the one-best-way longterm approach, which emphasizes that contextual variables are changeable and that the ideal organization should be brought nearer by all manner of means.
Successful conflict resolution not only removes frustration. These two dimensions of behavior can be used to define five methods of dealing with conflict. These five conflict-handling modes are shown below: Competing is assertive and uncooperative, a power-oriented mode. Competing might mean standing up for your rights, defending a position you believe is correct, or simply trying to win.
Collaborating is both assertive and cooperative. When collaborating, an individual attempts to work with the other person to find a solution that fully satisfies the concerns of both. It involves digging into an issue to identify the underlying concerns of the two individuals and to find an alternative that meets both sets of concerns. Compromising is intermediate in both assertiveness and cooperativeness.
When compromising, the objective is to find an expedient, mutually acceptable solution that partially satisfies both parties.
Compromising falls on a middle ground between competing and accommodating, giving up more than competing but less than accommodating. Compromising might mean splitting the difference, exchanging concessions, or seeking a quick middle-ground position. Accommodating is unassertive and cooperative—the opposite of competing. When accommodating, an individual neglects his or her own concerns to satisfy the concerns of the other person; there is an element of self-sacrifice in this mode.
There is a constant interplay between culture and leadership. Leaders who are concerned about organizational renewal will seek to foster organizational cultures that are hospitable and conductive to creativity, problem solving, risk taking and experimentation. Their perspectives on power tend to influence their strategies in conflict and enhance people to work together effectively.
The role of group leadership in intergroup conflict is an important element. The leader influences and directs individuals and groups, and requires many qualities and skills in order to effectively handle conflicts. A facilitative leader has the capacity to help the antagonistic groups work together towards their shared goals. Findings of a research by Sullivan et al. In a multiphase project by Russell and Scoble nurse managers identified their future educational needs.
Respondents identified knowledge and skill deficits concerning human resources management including conflict resolution. Nurse managers deal with internal and external conflicts daily McElhaney Swans burg lists six areas that cause conflict within nursing: defiant behavior; stress; space; doctor authority; beliefs, values and goals; and others.
Stressors include: too little responsibility, lack of participation in decision making, lack of managerial support, increasing standards of performance and coping with rapid technological change.
The changing and turbulent environment in which nurse managers now operate demand from them skills and abilities to manage conflict situations towards constructive Outcomes. Successful conflict resolution not only removes frustration but also leads to higher effectiveness, trust and openness Van de Vliert The main findings indicated that leadership style has impact on conflict management through task oriented leaders and people oriented leaders.
In conclusion this chapter we demonstrated the previous literatures about the topic and the chapter consisted of the following parts: First part: Introduction, Second part: Discussion of the concepts of leadership style, Third party: measurement and characteristics of leadership style fourth conflict management fifth party measurement and characteristic of conflict smanagement, sixth part: leadership link conflict management , seventh part: Summary and conclusion.
It involved a plan for the collection, measurement and analysis of data. It was the overall scheme, plan or structure conceived to aid the researcher in answering the raised research questions. Therefore in this section the research identified the procedures and techniques that were used in the collection, processing and analysis of data.
Specifically the following subsections were included; research design, target population and sample size and procedure, data collection instruments, data collection procedures and finally data analysis. Study had been conducted to quantitative form. The choice of Quantitative research was justified to the nature of the study as it allows precise and objective measurement leadership style and conflict management.
Target population is the specific population about which information is desired.
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