Leadership Behavior and Conflict Management in Small Groups Essay

Small separateings of people with common interests often come unneurotic to exchange information, collaborate and cooperate in the pursuit of a sh atomic number 18d out purpose. These members subscribe the time and space to meet and share ideas through fundamental interaction and participation. When such groups face tough and insurmountable problems it attentions to necessitate a magician attraction to help them cooperate and work unitedly as a squad (Forsyth, 2006). The count of small groups helps us to understand basic clement doings and how jumper leaders transform groups and resolve disputes (Hare, 1965). agree to Forsyth, D singlelson Leadership is the transit by which an individual guides others in their pursuits, often by organizing, directing, coordinating, supporting and need their efforts. The put to work of leading has evolved basically from the need to be organized. We observe confusable qualities in the flock of birds that fly across the sky and am ong the herd of elephants recondite in the jungles. scarcely with humans, leadership processes have become as alter and complex as the many research studies that have been conducted.The leadership process is reciprocal, when it is mutually influences the leader and the follower, transactional when both the leaders and chase work together for common goals, transformational when leaders are able to inspire their followers into doing their best, co-op when members select their leader voluntarily, adaptive when members are motivated to achieving group goals, stage business point when the leader focuses all the activities of the followers towards the achievement of group goals and kind orient when the focus is on the interpersonal relationship between group members. (Forsyth, 2006).While leadership processes are varied, the qualities found in leaders are in like manner equally diverse. Though inborn personality traits are laborsaving in small group settings like being sociabl e, outgoing and communicative most leadership traits are acquired (Barrick &Mount 1991). Normally leaders lean to be more intelligent than their followers in small groups. however most groups find it difficult to handle leaders with very towering intellectual abilities (C. A. Gibb, 1969). On the other hand it is very helpful if a leader is endowed with emotional intelligence and the cogency to be negotiable to suit the demands of a particular situation (Kenny &Zaccaro, 1983).Research studies have besides shown that followers place undue importance to leaders who speak a lot more than necessary, as compared to leaders who are men of some words (Sorrentino & Boutillier, 1975). The intriguing phenomenon of useful leadership has given rise to varying theories. Each of them has their related leadership training program as well. According to Fiedlers Contingency possible action, a leaders effectiveness depends on the room he relates to hi followers and in his ability to find s ituations.Here he specified three circumstanceors that influenced the leaders catch the tat of the group, the concentration of berth in the hands of the leader and whether group goals were structured or not. Using the Least Preferred Worker home (LPC), he rated people who were relationship oriented high and those who were task oriented low on the LPC score. The Octants based on this show that the task oriented leaders are effective when situations are highly favorable and critical and relationship oriented leaders are effective in discipline situations (Forsyth, 2006).Fiedler has taken into consideration the good and the bad leader-member relations, the structured and unstructured goals. But groups goals are sometimes partly structured, leaders have average causation and there exists fair leader- member relations. This middle range seems more doable and plausible while considering small group situations. In Robert Blake and Jane Moutons The Leadership Grid the focus, is agai n on task and relationship orientation, and they have come up with five different tendencys of leadership.In the apathetic start out the leader has no interest in either achieving goals or alter group relations. The country club approach as the name suggests adopts a friendly working atmosphere. While the middle road approach has a leader who balances the work done and maintains the morale of the people the task overwhelm gets the work done and is slight concerned about the feelings of the group members. The team work approach, is considered the best as its members are committed to their goal and share a feeling of mutual trust and respect (Forsyth, 2006).The style of the leadership depends on the maturity of the group members according to the Situational Leadership possibleness given by Paul Hersey and Kenneth Blanchard. They emphasize that an effective leader should introduction four styles of leadership. An effective leader should direct the group members when they are ine xperienced, prepare them as their competence take increases, offer support when they are evenhandedly mature and delegate tasks when they are committed (Forsyth, 2006). Though this approach doesnt talk about task and relationship orientation it is feasible in small groups.The Leader Member Exchange (LMX) approach is based on how members respond to their leaders. If they value their leader there is a heightened level of cogency, perpetration and loyalty and they become a part of the privileged inner group. The others who do not respond positively form the outer group and act up to do their work. The key to the leaders effectiveness depends on his cleverness to bring all his followers within the inner group (Forsyth, 2006). The Lewin-Lippitt-White study focused on the control the leader had over his group and their level of participation. downstairs laboratory conditions they canvas the effect of shared and unshared power in the context of small groups. Groups with an authorit arian leader reflected greater dependance and showed signs of more conflict, whereas under a democratic leader group members learnt to be more self reliant. The laissez-faire group was added later with a leader who rarely interfered and followers who learnt to compel their own decisions. This group wasnt as cohesive as the democratic style that emerged the best. The group with a democratic leader had the highest group oriented suggestions, more friendly behavior and less critical discontent (Forsyth, 2006).Since power was shared participants felt empowered to make meaningful decisions towards the achievement of a shared goal. This study in point supports the concept of collective leadership as well. Craig L Pearce & Jay Conger (2003) studied the effectiveness of shared leadership when the group was removed from a tralatitious organizational approach. They found that groups with collective leadership outperformed the leader oriented groups. They were also the most effective in s mall group situations.Bernard Bass (1997) presented the Theory of Transformational Leadership based on the charisma of the leader to transform his followers. Under the influence of an inspirational leader, group members unite to show increase efficiency in pursuing collective goals. A transformational leader tends to challenges old beliefs and leads his followers along paths that are not chartered, setting new motions (Forsyth, 2006). With more fierceness placed on interpersonal relations these leaders are effective in both small and large groups. Being eloquent, a charismatic leader initiates dialogues on issues where differences of opinion arise.Such throw minded foreland storming sessions would bring about several solutions and the group might end up accepting a hybrid goal where the best ideas have been incorporated. This builds cohesiveness and improves cooperation within the group (Potter, 1996). The charismatic leaders have a genius of integrity and their followers sho w a tendency to emulate them. (Eagly, Johannesen- Schmidt & cutting edge Engen, 2003). But charismatic leaders are rare and even these particular(a) leaders can get things wrong. Something that seems morally and ethically right for one person may not be so for another. Keeley, 1998).Another question that has fascinated researchers is whether men and women show different leadership behavior and do gender differences influence the process of leadership. Though historical evidence supports the fact that women have been underrepresented in leadership roles, research studies show that gender does not influence the effectiveness of a leader with both sexes displaying a equilibrate task and relationship orientation (Forsyth, 2006). Both men and women who hold alike(p) positional and resource power show similarities in leadership behavior (Kanter, 1997).Women leaders show a tendency to be more agreeable, open, fair, trustworthy and increasingly involved in conflict management, whereas men are inclined(p) towards power, influence and skill orientation (Forsyth, Schenker, Leary & McCown, 1985). Thus the sexes differ in the styles of leadership with women adopting transformational and participative approaches, while men are likely to exhibit authoritarian, laissez-faire and transactional styles (Eagly, Johannesen-Schmidt & cutting edge Engen, 2003). Conflict management is a major challenge faced by leaders across the world. Conflict is a natural occurrence in competitive group situations.A disagreement over beliefs and actions can lead to a conflict if it is resisted. Through an interaction process analysis Robert Blake and his colleagues discovered that group members spent one fifth of their time in making hostile comments. When task achievement became difficult, hostility increased and escalated into a conflict (Forsyth, 2006). The best method to manage conflict would be to have an open debate on the issue (Montana & Charnov, 2000), instead of ignoring or brush ing deviation conflicts, an effective leader should confront it head on (Davies, Burke, Calbom &Kindler, 1991).The current trend shows that leaders and followers are expected to be in achieve 24/7 (Murphy & Riggio). It has in turn given rise to practical(prenominal) offices, having virtual teams working out of their homes in different parts of the globe. . This increased dependence in information technology has given way to e-leadership (Avolio, Kahai & Dodge, 2000). In the future new leadership trends will be reinvented as business environments keep changing. Traditional power oriented organizations will give way to power sharing ones.Organizations will get decentralized, along with a accommodative use of resources (Forsyth, 2006). Competency then will depend on the leaders vision of the future, intellectual capacity, strategic thinking, emotional strength and the ability to coordinate and develop human capital (Rivard, 2004). Together with team twist and leadership, conflict resolution as a skill will have to be acquired by people interacting in small groups (Gregory &Parry, 2006). It will help them to lead the world thats growing flatter.