What Is The Leadership Paradox? Give Reasons Why A Leader

Awhat Is Theleadership Paradox Give Some Reasons Why A Leader C

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. Give an example where you have experienced the leadership paradox. Support your discussion with information from the assigned readings.

B. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? Support your posting with information from the assigned readings. Instructions: APA format, 300 words

Paper For Above instruction

The leadership paradox refers to the conflicting demands placed on leaders that can create challenges in effectively guiding their teams. While effective leadership often involves fostering collaboration and empowerment among team members, it simultaneously requires maintaining authority and making decisive decisions. This paradox emerges prominently in newly formed teams or groups where roles, norms, and trust are still developing. Leaders in such contexts may struggle to strike a balance between being participative and asserting authority, which can hinder team cohesion and performance. For example, a leader who encourages team participation but lacks clarity in decision-making may face confusion and conflict, illustrating the classic leadership paradox (Yukl, 2013).

Participation management systems aim to involve team members in decision-making processes, promoting ownership and motivation. However, in newly formed teams, this approach can lead to difficulties because members may have differing expectations or lack sufficient experience to contribute meaningfully. Leaders may find it challenging to facilitate participation without losing control or creating ambiguity. An example of the leadership paradox I experienced involved working with a newly assembled project team where I, as a team leader, sought extensive input from members. While this approach initially fostered engagement, disagreements arose when members’ ideas conflicted or lacked clarity, leading to delays and frustration. This exemplifies how a leader's attempt to be participative can inadvertently undermine effective leadership if not managed carefully (Hersey & Blanchard, 1988).

Regarding inter-team conflict, group members often harbor biases such as stereotypical thinking or misassumptions about other teams’ capabilities and motives. These biases may manifest as favoritism, distrust, or overgeneralizations that hinder communication and collaboration. For instance, one team may assume that another team’s goals are misaligned or that their methods are inferior, leading to resistance and conflict. Such biases are often rooted in stereotypes or past experiences, which distort perceptions and exacerbate misunderstandings. Recognizing and addressing these biases through inter-group communication and conflict resolution strategies is essential to fostering cooperation and reducing tensions (Jehn & Mannix, 2001).

References

• 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 intra-group conflict and group performance. Academy of Management Journal, 44(2), 238-251.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson.