Once You Completed Your Chapter 11 Questionnaire Discuss You
Once You Completed Your Chapter 11 Questionnaire Discuss Your Persona
Once you completed your Chapter 11 questionnaire, - discuss your personal conflict style -how you might make some improvements or modifications to become strong at conflict management. - How does your conflict style affect your leadership potential? -How could you improve this with regard to your leadership attributes? !!!Each post should be at least 3 paragraphs in length .!!! Make a connection to the readings for the week (use the terminology from the assigned chapters) PLEASE READ CHAPTER 11
Paper For Above instruction
Having completed the Chapter 11 questionnaire, I have gained valuable insights into my personal conflict style and how it influences my interactions within both personal and professional contexts. The assessment indicated that my predominant conflict management approach leans toward an accommodating style, where I tend to prioritize harmony and the needs of others over asserting my own position. This style often helps in maintaining peace but can lead to unresolved issues if my needs are consistently overlooked. Understanding this aspect of my persona has highlighted areas for growth, particularly in developing a more balanced approach that incorporates assertiveness when necessary. By integrating strategies such as principled negotiation and active listening, I can foster more constructive conflict resolution that benefits all parties while safeguarding my leadership potential.
My conflict style significantly impacts my effectiveness as a leader, especially in situations requiring decisive action or when opposing viewpoints must be navigated. An overly accommodating style may lead to perceptions of indecisiveness or weakness, which could undermine authority and influence. Conversely, embracing a more collaborative or assertive approach could enhance my leadership attributes by demonstrating confidence and resilience in challenging situations. According to Thomas-Kilmann Conflict Mode Instrument (TKI), adopting a "collaborating" or "forcing" style in appropriate contexts empowers leaders to address conflicts head-on, fostering trust and respect among team members. Therefore, improving my conflict management skills aligns directly with critical leadership qualities such as emotional intelligence, decisiveness, and the ability to motivate and influence others.
To enhance my conflict management capabilities and, by extension, my leadership attributes, I plan to focus on developing a more adaptable conflict style that aligns with situational demands. This includes practicing techniques such as assertive communication, emotional regulation, and stockpiling conflict resolution skills like reframing and empathy. Cultivating these abilities will enable me to handle disagreements more effectively, whether by adopting a more competitive stance when necessary or opting for collaboration to foster teamwork. Furthermore, ongoing reflection on conflict experiences and seeking feedback will be crucial in refining my approach. As highlighted in Chapter 11, effective leaders leverage conflict as an opportunity for growth rather than a threat, encouraging open dialogue and mutual understanding. By refining my conflict style to fit diverse scenarios, I can enhance my leadership potential and create a more positive, productive environment.
References
- Fisher, R., Ury, W., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in. Penguin.
- Thomas, K. W. (1976). Thomas-Kilmann Conflict Mode Instrument. TKI Associates.
- Goleman, D. (1998). Working with emotional intelligence. Bantam Books.
- Johnson, D. W., & Johnson, R. T. (2006). Joining together: Group theory and group skills. Pearson.
- Lewicki, R. J., Barry, B., & Saunders, D. M. (2015). Negotiation. McGraw-Hill Education.
- Robbins, S. P., & Judge, T. A. (2019). Organizational behavior. Pearson.
- Ury, W. (1991). Getting past no: Negotiating in difficult situations. Bantam.
- Northouse, P. G. (2018). Leadership: Theory and practice. Sage Publications.
- Mayer, B. (2008). Beyond neutrality: Confronting the crisis in conflict resolution. Jossey-Bass.
- Tannenbaum, R., & Schmidt, W. H. (1958). How to choose a leadership pattern. Harvard Business Review.