Case Study On Leadership Theories And Conflict Management ✓ Solved

Case Study on Leadership Theories and Conflict Management

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Outline and discuss a practical strategy to manage personal conflict. Understand how personal conflict affects the whole organization.

Scenario: Mark is a tenured Sergeant. He is seen by his peers and followers to be a rising leader who will be at the top of the candidate pool for the next promotional exam. During an operational meeting, he questions his Captain about a new policy, citing operational complication issues, and identifies potential litigation issues. Several people seemed surprised by his reaction to the new policy and how he addressed the Captain. After the meeting, he is asked why he would attack a Captain’s pet project. Mark was surprised by this response to his questioning of the policy. He did not intend to upset anyone and immediately began to track down the Captain to explain that his only objective was to seek out the best possible outcome. The Captain reassures Mark that everything is fine.

Shortly thereafter, Mark takes the Lieutenant exam, administered by the same Captain, and is later advised that he is not one of the many selections that were made. Upon feedback by many peers, his responses to the interview seemed to beat his competitors. He requests a feedback interview with the Captain and is told that the process is competitive and while he was close, he was beat out by the other applicants. A few months pass. Mark’s specialty position has been absorbed by another team and he is rotated back to patrol. A peer tells Mark that he’s got a bullseye on his back for what he did to the Captain and he should tread carefully. Mark is distraught as he attempts to remedy what he soon believes to be a futile situation. He makes every effort to get a meeting with the Captain for a potential remedy, but the Captain ignores him and does not give Mark a meeting. Mark has always been a high-performer and has never been in trouble. More importantly, he’s never experienced work stress caused by a superior until now. This and the events of the situation start impacting his performance. He seems to be fatigued during his work, his reports are constantly being returned for errors, his communication skills take a turn and his standards of appearance start failing.

Assessing the Situation: Mark decides to reach out to you, Chief Jones, who served as his FTO nearly 16 years ago. You have been with the agency for the last 28 years, hold good credibility with the personnel and the community and are known to be deliberate with your leadership and known for your high level of integrity. During the meeting Mark describes the situation and dissatisfaction with the Captain’s behavior. In doing that he tells you “…I feel the Captain is a Toxic leader and he knows it. I want to make you aware of that although I love what I do for the agency and care for all we do for our community together. I do not want to be a part of an agency that tolerates such behavior. I have decided to pursue my MBA at the Tango University and take care of myself. I will continue serving this agency until I finish my degree and pursue a career with Corporate Security upon graduation.” After the meeting, you meet with the Captain who tells you that Mark has an attitude and he needs to get over it, continue doing good work and wait his turn.

Resolution: As a Chief, Describe your interest and understanding of the situation. Analyze the situation using the modules we reviewed this week including the Leader-Member Exchange, Goal Setting, Adult Development, Equity, and Expectancy of Motivation and Path Goal Theories. Outline a plan to manage the perceived, felt, or the real conflict between the Captain and Mark. Outline a theoretically and practically correct leader development strategy or strategies for both Mark and the Captain.

Paper For Above Instructions

The complex interplay between leadership dynamics and organizational culture often determines the success or failure of individual careers within an organization. In this case study, we evaluate the issues faced by Mark, a tenured Sergeant, who finds himself navigating the treacherous waters of leadership conflict. In analyzing Mark's situation, we utilize various leadership theories including Leader-Member Exchange (LMX), Goal Setting Theory, Adult Development theories, Equity Theory, Expectancy Theory, and Path-Goal Theory to illuminate the pathways toward resolution and growth.

Understanding the Leadership Scenario

Leadership conflicts in organizations can stem from miscommunication, differing expectations, or clashing personalities. In Mark's case, he questioned a new policy during an operational meeting, which was perceived by some as an attack on the Captain's authority. This incident highlights a critical moment in both communication and perception, which falls under the purview of LMX theory. According to LMX theory, the quality of the relations between leaders and their subordinates can significantly affect the outcomes of their interactions (Northouse, 2018).

Mark's intention was to clarify operational complications, yet the delivery was misconstrued, leading to significant career implications. The perception of Mark as a "toxic leader" and the feedback from the Captain that Mark needs to wait his turn reflects a lack of effective communication and mutual understanding of each other's roles and intentions.

Analyzing the Impact of Personal Conflict

The impact of personal conflict on organizational performance is profound. As noted by De Dreu and Weingart (2003), unresolved conflicts can lead to increased stress levels, reduced job performance, and even dysfunction within groups. For Mark, the fallout from his interaction with the Captain manifests in several negative ways: declining performance, rising stress, and discrepancies in personal and professional standards.

To understand his situation better, we must consider Adult Development theories, which emphasize that individuals grow and mature in their roles based on experiences and developmental milestones (Kegan, 1994). Mark's experience highlights a moment of conflict that challenges his growth trajectory, pressuring him to make decisions about his career path and further education, namely pursuing an MBA.

Strategies for Conflict Management

Conflict management strategies must encompass various aspects of the conflict, from individual grievances to how those grievances affect the larger organization. First, clear communication between Mark and the Captain is paramount. Employing strategies from Goal Setting Theory, we can set clear, achievable objectives for both parties (Locke & Latham, 2002). They might meet to address issues directly, focusing on solution-based discussions rather than blame.

Another crucial aspect is utilizing the Expectancy Theory, which posits that individuals are motivated to act based on the expected outcomes of their actions (Vroom, 1964). Mark needs to understand the steps required to regain the Captain’s trust and the expectations that accompany his role. Queen and Schmidt (2016) emphasize the value of feedback in motivating change, and thus, structured feedback sessions for both Mark and the Captain would facilitate understanding and mutual respect.

Developing Leadership Strategy

A dual development strategy is essential to aid both Mark and the Captain. For Mark, pursuing further education (an MBA, as he intends) is a wise move that can enhance his understanding of organizational behavior, leadership dynamics, and conflict resolution strategies. Incorporating elements of Path-Goal Theory, Mark's progress can be supported by a mentor who can guide him through the bureaucratic landscape of his organization (House, 1996).

For the Captain, awareness and training in leadership styles that encourage open communication and conflict resolution could improve the LMX relationship with his team. Identifying and addressing toxic leadership behavior through training can enable healthier exchanges and diminish the risk of such conflicts in the future (Goleman, 1998).

Conclusion

In conclusion, the interaction between Mark and his Captain represents a critical case in leadership dynamics characterized by a breakdown in communication and trust. Through applying LMX theory, Goal Setting, Adult Development, Equity, Expectancy, and Path-Goal theories, we can cultivate understanding and foster a productive environment that not only resolves the present conflict but also encourages growth and development for both the individuals involved and the organization as a whole. Enacting clear communication strategies alongside development opportunities will ensure that Mark and the Captain can reconcile their differences, restoring harmony in their professional relationship.

References

• De Dreu, C.K.W., & Weingart, L.R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88(4), 741-749.
• Goleman, D. (1998). What makes a leader? Harvard Business Review, 76(6), 93-102.
• House, R.J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. In The Leadership Quarterly (Vol. 7, Issue 3, pp. 323-352).
• Kegan, R. (1994). The evolving self: Problem and process in human development. Harvard University Press.
• Locke, E.A., & Latham, G.P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57(9), 705-717.
• Northouse, P.G. (2018). Leadership: Theory and practice. Sage Publications.
• Queen, P., & Schmidt, J. (2016). Feedback: The breakfast of champions. Developmental Psychology, 52(2), 261-270.
• Vroom, V.H. (1964). Work and motivation. Wiley.