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Leadership Paradox and Inter-team Relations A. What is the leadership paradox ? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system. Support your discussion with at least two (2) external sources. B.

Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (2) external sources. C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? Support your discussion with at least two (2) external sources. with 200 words included and should be in APA format and citations included

Sample Paper For Above instruction

Introduction

The concept of leadership paradox and the dynamics of inter-team relations are critical to understanding organizational effectiveness. The leadership paradox refers to the tension between leading with authority and fostering participation among team members, which sometimes creates conflicts and challenges, especially within newly formed groups adopting participative management styles. This essay explores the leadership paradox, strategies to promote participative management, and the biases affecting inter-team collaborations.

Understanding the Leadership Paradox

The leadership paradox involves balancing the need for authority with promoting team empowerment and participation (Bolden, 2011). Leaders face difficulties in newly formed teams because of uncertainties, lack of trust, and diverse expectations (Yukl, 2013). In participative management, leaders must encourage involvement without compromising decisiveness, which can be problematic when team members are unfamiliar with each other's skills and roles. Resistance to sharing control and fear of losing authority further complicate this dynamic (Gibson et al., 2014). For instance, a leader who adopts a democratic approach might encounter resistance from team members reluctant to assume responsibility, leading to stagnation or conflict.

Strategies for Encouraging Participative Management

To promote participative management, organizations can adopt strategies such as fostering a culture of open communication and providing leadership training that emphasizes shared decision-making (Likert, 1967). Implementing regular team meetings and feedback sessions helps in building trust and transparency (Katzenbach & Smith, 1993). Additionally, leaders should delegate authority gradually and recognize team contributions to motivate participation (Hersey & Blanchard, 1988). These strategies can be implemented through structured workshops, training programs, and establishing formal communication channels, which encourage employees to voice their opinions and participate actively.

Biases and Misassumptions in Inter-Team Conflict

Inter-team conflicts often stem from biases such as stereotyping and prejudiced assumptions about other teams’ capabilities or intentions (Jehn & Mannix, 2001). Groups involved in conflict may presume that other teams are uncooperative or inferior, which hampers collaboration and trust (Tajfel & Turner, 1986). Such biases erode team cohesion, reduce willingness to share information, and hinder goal achievement (Bell, 2007). When teams operate under false assumptions, misunderstandings escalate, leading to dysfunctional behavior that obstructs organizational progress.

Conclusion

The leadership paradox highlights the challenges of balancing authority with participation in team settings. Implementing strategies like fostering open communication and gradually delegating authority can enhance participative management. Conversely, biases and prejudices—if unaddressed—significantly impair inter-team collaboration, underscoring the need for organizational interventions aimed at promoting trust and understanding among teams.

References

Bell, S. T. (2007). Deep-level diversity and surface-level diversity: How they influence team performance. Journal of Applied Psychology, 92(3), 599–606.

Gibson, C. B., Yin, J., & Newton, J. (2014). Participative management and team dynamics. Organizational Dynamics, 43(2), 155–165.

Hersey, P., & Blanchard, K. H. (1988). Management of organizational behavior: Utilizing human resources. Prentice-Hall.

Jehn, K. A., & Mannix, E. A. (2001). The dynamic nature of conflict: A longitudinal study of intragroup conflict and group performance. Academy of Management Journal, 44(2), 238–251.

Katzenbach, J. R., & Smith, D. K. (1993). The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press.

Likert, R. (1967). The human organization: Its management and values. McGraw-Hill.

Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behavior. In S. Worchel & W. G. Austin (Eds.), Psychology of intergroup relations (pp. 7–24). Nelson-Hall.

Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.