Leadership Paradox And Inter-Team Relations Discussion ✓ Solved

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Discussion1 Leadership Paradox and Inter-team Relations

The best leaders consciously or unconsciously repeat their focus on developing their vision to deliver their team results. They prove the best effectiveness in their repetition. You will not miss them as they create a process that cannot be happened without them. This is a situation in which the individual views the leadership in a different way. It refers to the point at which the group needs an explorer whereas the intimacy of his work undermines the group's self-efficiency.

It is important because it can lead the organization in a positive way and guides away from the negative reactions and protects from the changes. Group leaders may encounter situations with the recently formed group when the team is coordinated and the leading hypothesis is understood. The fact that the team has a leader but the presence of that leader disrupts the structure and functioning of the team. Duties representative leaders face challenges, especially in newly assembled teams, due to the team-related issues. The advantage of delegating duties is that the staff feels empowered.

This empowering employee leadership is closely linked to the information sharing in the teams and team competence and also it improves employee productivity. This participant engagement calls for providing tasks that are evenly distributed to all the team members as they promote better results in the performance. In inter-team relations, Participatory management is an act of engaging individuals from a congregation to participate in organizational primary leadership. This management benefits by promoting communication between business groups at all levels of the organization.

The communication between the employees gets increased, which is a clear saying that if there is an increase in the level of communication usually it leads to an increase in productivity. Communication can be said as the heart of any organization and business to achieve their goals. It can happen only through the proper coordination among the employees from the different departments. Only when the message or information is being communicated and correctly understood by the team then there will no conflicts between the team members and other different disciplines.

Paper For Above Instructions

The leadership paradox is a multifaceted concept that plays a crucial role in shaping inter-team relations within organizations. As managers navigate the complexities of team dynamics, the ability to harmonize conflicting interests while fostering a collaborative environment becomes paramount. The essence of this leadership paradox lies in the duality of roles that leaders must embody—balancing authority with empowerment, decisiveness with inclusiveness.

Effective leaders understand that their vision must resonate throughout the team to achieve desired results. Solomon (2019) emphasizes the importance of leaders who not only communicate their vision but also engage actively with their team members, empowering them to take ownership of their responsibilities. This goes hand in hand with the concept of participatory management, where leaders foster an atmosphere conducive to open communication and collaborative decision-making. The goal is to create a sense of belonging among team members, reducing the friction often caused by miscommunication and misunderstandings.

Inter-team relations are transformative when leaders recognize and embrace their paradoxical roles. While a leader's presence can often disrupt workflow, as noted by Baker (2007), it is essential for leaders to adapt to the specific circumstances and needs of the team. Newly formed groups may struggle with establishing trust and understanding roles, which poses challenges that leaders must address. By guiding teams through these dynamics, leaders can support the development of interdependence and mutual respect.

Research shows that empowering employees through delegation fosters a culture of accountability and enhances team performance (Maroufizadeh et al., 2018). When responsibilities are shared, team members feel valued, and their engagement in the decision-making process increases. Such empowerment leads to more effective problem-solving, as individuals bring diverse perspectives and ideas to the table. Additionally, promoting a participatory approach helps avoid interpersonal conflicts by clarifying roles and responsibilities.

Moreover, effective communication serves as the backbone of successful inter-team relations. Carton and Lucas (2018) articulate that clear communication reduces ambiguity, thus minimizing potential conflicts. When employees communicate openly and frequently, it strengthens relationships and builds trust among team members. As a result, the likelihood of misunderstandings decreases, paving the way for greater collaboration and collective goal attainment.

However, communication must traverse the hierarchical levels of an organization. Cuijpers et al. (2016) explored the adverse impacts of poorly coordinated communication, highlighting how this can lead to inter-team conflicts that disrupt workflow and lower productivity. Leaders, therefore, must create systems that facilitate smooth information flow, ensuring that messages are conveyed effectively without distortion. Implementing structures for regular meetings and feedback loops can significantly enhance communication across teams.

Participatory management also invites challenges. While it encourages inclusive practices, it may lead to deceleration in decision-making processes if not managed adequately (Farrell, 2018). Leaders must find a balance between promoting participation and maintaining efficiency. The implementation of contingency theory can provide a framework for adapting management strategies to the unique context of each team conflict (Glaser, 2015). By doing so, leaders can tailor their approach based on the team's needs and the nature of the challenges they encounter.

Furthermore, inter-team conflicts may arise from egotism and competition, particularly when team members feel threatened by others' contributions. Acknowledging this, leaders should cultivate a supportive environment that prioritizes collaboration over rivalry. Implementing team-building exercises and encouraging shared goals can help mitigate these issues (Aggestam & Johansson, 2017). By focusing on common objectives, teams can shift their energy away from internal competition and toward collective success.

In conclusion, the leadership paradox is a critical component in fostering effective inter-team relations. Leaders who embrace their dual roles—balancing decisiveness with inclusiveness—create an organizational culture that thrives on collaboration and communication. By empowering team members and promoting participatory management, leaders can navigate conflicts, enhance performance, and drive overall organizational success. Cultivating an atmosphere where communication is encouraged and valued ultimately establishes a foundation for positive inter-team dynamics, allowing organizations to adapt and innovate in an increasingly complex environment.

References

• Aggestam, L., & Johansson, M. (2017). The leadership paradox in EU foreign policy. JCMS: Journal of Common Market Studies, 55(6).
• Baker, B. (2007). The leadership paradox: Can school leaders transform student outcomes? School effectiveness and school improvement, 18(1), 21-43.
• Carton, A. M., & Lucas, B. J. (2018). How can leaders overcome the blurry vision bias? Identifying an antidote to the paradox of vision communication. Academy of Management Journal, 61(6), 2106-2129.
• Cuijpers, M., Uitdewilligen, S., & Guenter, H. (2016). Effects of dual identification and interteam conflict on multiteam system performance. Journal of Occupational and Organizational Psychology, 89(1).
• Farrell, M. (2018). Leadership Reflections: Leadership Paradoxes. Journal of Library Administration, 58(2), 166-173.
• Glaser, B. (2015). Of exploited reefs and fishers – A holistic view on participatory coastal and marine management in an Indonesian archipelago. Ocean & Coastal Management, 116, 193-213.
• Maroufizadeh, S., Omani-Samani, R., Almasi-Hashiani, A., Navid, B., Sobati, B., & Amini, P. (2018). The Relationship Assessment Scale (RAS) in infertile patients: A reliability and validity study. Middle East Fertility Society Journal, 23(4), 471-475.
• Solomon, E. (2019). The characteristics of effective leaders: Insights from an analysis of team management success. Journal of Leadership Studies, 13(1), 47-59.
• Van Bunderen, L., Greer, L. L., & Van Knippenberg, D. (2018). When interteam conflict spirals into intrateam power struggles: The pivotal role of team power structures. Academy of Management Journal, 61(3).

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