Discussion Part 1: Conflict Within Teams

Discussionpart 1conflict Within Teamsthink Of A Conflict That Occurr

Discussion: Part 1: Conflict within Teams Think of a conflict that occurred in a team you were a part of and analyze it. What were the main sources of the conflict? What interventions can be used to improve the quality of conflict a team? Part 2: Creativity in Teams Evaluate yourself using the three indices of creativity. What strategies can you use to enhance your creativity? Assignment: Team Assignment 3: Transactional Vs Transformational Leadership. · Using the Internet, each member of your team should read at least 2 articles each on Transactional Vs Transformational Leadership. Summarize the articles in 300 words or more. Provide appropriate reference. Combine each summarize in one paper but do not change the wording of the original summary.

Paper For Above instruction

Analysis of Conflict Within Teams and Strategies for Enhancement

Conflict within teams is a pervasive phenomenon that can either hinder or foster team performance depending on how it is managed. A common conflict scenario I experienced involved disagreements over task approaches, where team members had divergent views on how to complete a project. The primary sources of this conflict stemmed from differences in communication styles, varying levels of commitment, and unclear role definitions. These factors created misunderstandings and frustration, ultimately affecting team cohesion and productivity. To address such conflicts constructively, effective interventions such as open communication, active listening, and conflict resolution frameworks like mediation can be employed. Facilitating a culture of transparency and mutual respect encourages team members to express their concerns amicably and seek common ground. Additionally, establishing clear roles and expectations at the outset minimizes ambiguity, reducing the likelihood of conflict. Training in conflict management skills also empowers teams to handle disputes proactively, resulting in improved collaboration and a healthier team environment.

Evaluating oneself against the three indices of creativity—ideational fluency, flexibility, and originality—provides insights into personal creative capacity. To enhance creativity, strategies such as engaging in diverse experiences, practicing brainstorming sessions, and fostering an open-minded attitude are effective. For instance, broadening exposure to new ideas and perspectives stimulates ideational fluency by expanding the pool of potential solutions. Flexibility can be improved by deliberately switching between different thinking modes or approaches, allowing for better adaptation to changing circumstances. Cultivating originality involves challenging conventional assumptions and encouraging unconventional thinking, which can be fostered through activities like mind mapping and role-playing scenarios. Employing these strategies consistently can elevate an individual’s creative output and problem-solving capabilities, translating into improved performance in team settings and personal growth.

Summary of Articles on Transactional vs. Transformational Leadership

In exploring leadership paradigms, transactional and transformational leadership represent two distinct but often complementary styles. Transactional leadership emphasizes structured tasks, clear expectations, and reward-based performance management. It is rooted in a system of exchanges where leaders provide rewards or punishments based on performance outcomes, which fosters discipline and short-term efficiency (Bass & Avolio, 1995). Conversely, transformational leadership focuses on inspiring and motivating followers through a shared vision, intellectual stimulation, and individualized consideration. Leaders in this style aim to elevate followers’ morale and commitment by fostering intrinsic motivation and promoting innovative thinking (Burns, 1978). Studies indicate that transformational leadership correlates positively with higher organizational commitment, job satisfaction, and creativity, whereas transactional leadership is effective in maintaining routine operations and achieving specific objectives reliably. Combining these approaches can create a balanced leadership style that aligns operational clarity with motivational inspiration, adapting to dynamic organizational needs (Avolio & Bass, 2004). Effective leaders recognize when to deploy each style to maximize team performance and development.

References

• Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire Manual. Mind Garden.
• Bass, B. M., & Avolio, B. J. (1995). MLQ Multifactor Leadership Questionnaire Manual. Mind Garden.
• Burns, J. M. (1978). Leadership. Harper & Row.
• Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.
• Antonakis, J., & House, R. J. (2014). Instrumental Leadership. In The SAGE Handbook of Leadership (pp. 84-123). Sage Publications.
• Goleman, D. (2000). Leadership that Gets Results. Harvard Business Review, 78(2), 78-90.
• Yukl, G. (2012). Leadership in Organizations. Pearson Education.
• Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational Leader Behaviors and Higher Order Employee Outcomes. Journal of Management, 16(2), 259-298.
• Bass, B. M. (1985). Leadership and Performance Beyond Expectations. Free Press.
• Judge, T. A., & Piccolo, R. F. (2004). Transformational and Transactional Leadership: A Meta-Analytic Review. Journal of Applied Psychology, 89(5), 755-768.