Leadership And Conflict Resolutionpad 515006va016 1184 001raheem Dowdr ✓ Solved

Leadership and Conflict Resolution PAD 515006VA Raheem Dow Dr. Parham 04/29/2018 Public Leadership Various scholars have defined leadership differently. Northhouse (2012) illustrates guidance as an individual’s ability to influence a group of individuals to accomplish a common goal. Another definition is by Bass and Riggio (2006) in which leadership entails inspiring others to pursue a specific vision within the parameters one set to the extent that that vision becomes a shared vision, shared effort, and shared success. A majority of leadership theories view leadership in many standpoints including administration as a relationship or process, leadership as particulars behaviors, or leadership as a combination of personal qualities or traits.

All the theories at least agree to some extent that direction is a process entailing influence with a group of individuals towards goal realization. Also, from these theories emanates the leadership styles that various leaders employ. Thus, among the leadership theories, trait and contingency leadership theories and participative and transformational leadership styles better what a public leader should be. Trait theory The trait theory was coined by Gordon Allport which assumes that leadership is innate. According to this theory, civic leaders have innate traits or qualities which make them better suited to be leaders.

About this theory, public leaders are born or made with specific characteristics which make them shine in the role of leadership (Northouse, 2012). That means that a civic leader is birthed with certain qualities that make one suit to be a public leader. Trait theory identifies specific behavioral or personality characteristics that make a diligent leader. Some of the inherent qualities that make a leader as contained in the trait theory include dominance, integrity, flexibility, high energy, self-confidence, intelligence, stability, internal locus of control, and sensitivity to others (Clack, 2017). An excellent public leader exhibits these traits.

Contingency theory The contingency theory was coined by Fred Fiedler which assumes that leadership is contingent on matching the style to a specific situation or setting. The philosophy emphasizes on unambiguous variables related to the environment on which the leadership style best fitted for a particular context or position is dependent upon. The contingency theory states that there is no one leadership style that is best appropriate for all the situations (Northouse, 2012). Different conditions call for different leadership style. According to this theory, leadership is dependent on the extent of fitness between the qualities and style of a leader and that of a particular context or situation.

Therefore, according to contingency theory of leadership, a public leader is one who can exhibit qualities and apply various leadership styles as different situation occur. Participative leadership style The participative leadership style is based on engagement and respect. Based on this style, a public leader focuses on the energy in every encounters and harness diversity, establishes shared responsibility for action and builds community (Park et al., 2015). A public leader emphasizes on contributions from others in which he/she welcomes inputs from others and encourages shared decision-making. To achieve this, a civic leader must be open to discussion, communicative, and open-minded in leading and working through issues.

As a public leader to encourage the participation of the followers in decision-making and shared responsibility; one ought to facilitate the conversation. Provide open sharing of information and knowledge required for decisions being implemented and encourage the followers to share their ideas. That is in a succinct effort to bring forward opinions and beliefs (Park et al., 2015). Also, after receiving contributions from followers, a public leader synthesizes all the info and solutions the followers recommended and then based on that information and ideas, an open leader creates the best solution and communicates it to the followers explaining to them the basis of that decision. Transformational leadership style According to the transformational leadership style, a public leader works with the followers to establish the need for change, develop a vision to serve as a roadmap for that change through inspiring and implementing the change together with the followers (Bass & Riggio, 2006).

A public leader inspires positive change among the followers. A transformational public leader, stimulate and instigates the subordinates to accomplish extemporary results and also in the course develop the leadership capacity of the followers. A public leader helps the followers to develop and grow into leaders by responding to the individual needs of the follows through aligning the goals and objectives of individual followers and empowering them. In reference with the transformational leadership style, a public leader has a clear vision, is a risk taker, self-motivated, inspires, knows people, self-managed, make difficult decisions, proactive, adaptable, welcomes contribution, and a motivator (Bass & Riggio, 2006).

Leadership theories The trait theory entails establishing the essential attributes of a public leader founded on the qualities of the previous efficacious and unsuccessful public leaders and utilizing the findings to determine the public leaders’ effectiveness (Clack, 2017). The trait theory establishes innate characteristics that align with leader effectiveness. Unlike other theories, the trait theory according to Northouse (2012) builds on the idea that public leaders are distinctive and offers a benchmark for the identification of public leaders. Leadership effectiveness is central to the public leader’s personality, and thus public leaders with the right inherent traits would achieve success as leaders.

President Obama is an example of a general leader who exemplifies the trait theory capabilities of a public leader. Some of the inherent traits that President Obama showed include high-energy to drive the American Dream. Self-confidence in getting things done even when some of the actions was unpopular and still took responsibility for his actions, he always made tough decisions and stood by them, and he was flexible adapting to the changing situations (Coggins, 2009). The contingency theory, unlike other leadership theories, establishes that there is no one right way to lead, but leading entails applying various leadership traits and styles as situations call into action. That is, no individual leadership qualities and style fits all the conditions (Northouse, 2012).

The contingency theory emphasizes the importance of the leadership style and demands of various contexts or situations. This theory suggests that leaders are not equally effective in all the cases and thus leaders should tailor their leadership styles to fit various circumstances (Northouse, 2012). President Obama is an example of the effectiveness of applying different leadership traits and techniques in different situations. During Obama’s era in office, he responded to different contexts and situations utilizing diverse models of leadership (Coggins, 2009). In this manner, contingency leadership exuded.

For example, when Obama travelled overseas to represent the American interests, he was conciliatory and displayed flexibility. However, in domestic issues, he stood tough and called for necessary actions as seen when the automobile industry was failing he forced the Chrysler and GM to accept the MPG standards. Leadership styles Participative leadership styles entail encouraging the followers to contribute to decision-making. The follower's inputs to the decision that is made and thus shared decision-making. This leadership style has proven useful as it facilitates acceptance of the decisions and enhances making of effective decisions (Park et al., 2015).

The followers are readier to accept decisions and policies that they participated in arriving at and support those decisions and policies. Additionally, involving and inviting the contributions of the followers in making decisions facilitates making of creative and practical decisions and procedures due to different inputs (Park et al., 2015). President Barack Obama is an example of the effectiveness of the participative leadership style. President Obama came into office when the American people were facing the worst economic crisis (Coggins, 2009), but through his participative leadership, Obama was able to pull the country from sinking further in the crisis. Through this approach, his administration was able to develop policies and strategies that saw America rise from the crisis.

Transformational leadership has been proven to be the most effective leadership style. It entails inspiring and motivating the followers to achieve the shared vision through individual consideration, inspirational motivation, intellectual stimulation, and idealized influence (Bass & Riggio, 2006). Personal attention entails knowing the followers by listening to them. Mental stimulation involves working with the followers through a problem, inspirational motivation encompasses engaging the followers, and idealized influence entails being a role model to the followers. This style motivates and inspires the followers and thus enhancing the level of acceptance of the decision and policies arrives at since the leaders and the followers share a common vision (Bumgarner, 2016).

Also, through inspiration, the followers can work towards achieving the vision. President Obama’s slogan “Yes we can†and how he inspired the American people to work towards the American Dream is a demonstration of the effectiveness of the transformational leadership (Coggins, 2009). He was a president to whom the American people looked up to and through the shared vision, Americans worked together to get out of the economic crisis. Conclusion The trait and contingency leadership theories and participative and transformational leadership styles define a public leader. According to the trait theory, a general leader is born not made and thus has inherent leadership characteristics.

The contingency theory provides that a civic leader is one who can exhibit qualities and apply various leadership styles as different situations arise. Participative leadership defines a public leader as one who emphasizes on contributions from others in which he/she welcomes inputs from others and encourages shared decision-making. Transformational leadership style defines a public leader as a leader who works with the followers to establish the need for change, develop a vision to serve as a roadmap for that change through inspiring and implementing the move together with the followers. References Bass, B. M., & Riggio, R.

E. (2006). Transformational leadership. Psychology Press. Bumgarner, G. K. (2016).

Transformational Leadership in the Public Sector (Doctoral dissertation, Walden University). Clack, L. A. (2017). Examination of Leadership and Personality Traits on the Effectiveness of Professional Communication in Healthcare. Journal of Healthcare Communications, 2(2).

Coggins, E. (2009). Five Leadership Theories Applied in Barack Obama's First 100 Days as President. GRIN Verlag Northouse, P. (2012). Leadership: Theory and Practice. SAGE Publications Park, S.

M., Miao, Q., & Kim, M. Y. (2015). The role of leadership behaviors for enhancing organizational effectiveness in the Chinese public sector. International Review of Public Administration, 20(2), .

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Leadership and Conflict Resolution

Leadership is a multifaceted concept that has been explored, defined, and redefined by scholars and practitioners alike. At its core, leadership involves influencing a group of individuals towards the accomplishment of common goals (Northouse, 2012). This fundamental understanding lays the groundwork for exploring how leadership styles impact conflict resolution, especially within the public sector. Public leaders, tasked with navigating complex social issues and bringing diverse groups together, must adeptly employ various leadership theories and styles to address conflict effectively.

Understanding Leadership Theories

The ongoing discourse on leadership has led to the development of several key theories, among them the trait theory, contingency theory, transformational leadership, and participative leadership styles. These theories provide a lens through which we can better understand effective public leadership.
Trait Theory suggests that leaders are born with certain inherent qualities that predispose them for success in leadership roles. Traits such as intelligence, self-confidence, and integrity are fundamental (Clack, 2017). These characteristics enable leaders to inspire confidence and motivate their team members, essential components in resolving conflicts effectively.
In contrast, Contingency Theory, informed by Fiedler's research, posits that there is no one-size-fits-all approach to leadership; instead, effective leaders adapt their style based on the specific circumstances and challenges they face (Northouse, 2012). This situational flexibility is crucial in public leadership, as leaders must navigate varying environments and stakeholder dynamics that influence conflict.
Participative Leadership emphasizes collaboration and shared decision-making, engaging followers actively in processes, which enhances trust and mutual respect (Park et al., 2015). When stakeholders feel valued and included in discussions, they are more likely to support resolutions, reducing potential conflict and opposition.
Transformational Leadership, as articulated by Bass and Riggio (2006), further extends this idea by not only engaging followers but also motivating them to transcend their self-interests for the sake of a greater collective vision. In conflict situations, transformational leaders empower others, paving the way for innovative solutions and collaborative problem-solving.

Application of Leadership Styles in Conflict Resolution

Effective public leadership cannot be isolated from the context it operates in—headways to resolve conflicts utilize a blend of leadership approaches tailored to situational demands. President Barack Obama exemplified these theories in practice during challenging times, including the economic crisis his administration inherited.
Trait Theory in Action: President Obama effectively utilized his innate qualities, such as adaptability and resilience, to navigate through adverse situations (Coggins, 2009). His inherent traits not only garnered respect but also inspired hope, which was pivotal during periods of heightened public discontent.
Contingency Theory in Practice: Obama shifted his leadership approach based on contextual factors, whether addressing international relations or domestic policies. For instance, his flexibility in international diplomacy contrasted sharply with his decisive actions on domestic economic policies (Coggins, 2009). This adaptability allowed him to engage different stakeholders effectively, minimizing friction and garnering support.
Participative Leadership: During Obama's presidency, participative leadership was evident in his administration's emphasis on transparency and public engagement. The "We the People" initiative exemplified this approach, inviting citizens to voice their concerns, thus fostering a collaborative environment which is crucial in resolving conflicts (Park et al., 2015).
Transformational Leadership: Obama's famous slogan, "Yes We Can," was instrumental in rallying diverse groups around a shared vision, particularly during the economic recovery decades (Bumgarner, 2016). By establishing a clear vision and inspiring collective action, he transformed potential conflict scenarios into collaborative pathways for progress.

Challenges in Conflict Resolution

Even as leadership theories provide frameworks for effective conflict resolution, challenges persist in their practical application. For example, when leaders focus primarily on task-oriented traits, they may overlook the importance of emotional intelligence in managing interpersonal dynamics during conflicts. Conflict situations often require more than pragmatic solutions; they demand empathy and active listening (Goleman, 2000).
Moreover, while participative and transformational leadership styles foster inclusivity, they can also lead to complications when stakeholders become entrenched in their positions. Striking a balance between accommodating different opinions and maintaining a clear direction for conflict resolution can be challenging (Vroom & Jago, 2007).
In addition, the dynamic nature of today’s public sector, influenced by rapidly changing technology and social expectations, urges leaders to continuously adapt their styles (Northouse, 2012). The fluidity of situations necessitates leaders who can pivot their strategies without losing sight of overarching goals.

Conclusion

The intersection of leadership and conflict resolution is pivotal for public leaders striving to achieve positive outcomes in complex environments. An understanding and effective application of various leadership theories—trait theory, contingency theory, participative leadership, and transformational leadership—equip leaders with the necessary tools to address conflicts constructively. Successful leaders like Barack Obama illustrate how innate traits, adaptability, inclusiveness, and vision work synergistically to transcend conflict.
In conclusion, effective leadership in the public sphere calls for a deep understanding of diverse leadership styles and the ability to tailor these approaches to specific situations. As leaders navigate the intricate landscape of public challenges, fostering collaboration and inclusivity while remaining adaptable will be crucial in resolving conflicts and achieving shared goals.

References

1. Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership. Psychology Press.
2. Bumgarner, G. K. (2016). Transformational Leadership in the Public Sector (Doctoral dissertation, Walden University).
3. Clack, L. A. (2017). Examination of Leadership and Personality Traits on the Effectiveness of Professional Communication in Healthcare. Journal of Healthcare Communications, 2(2).
4. Coggins, E. (2009). Five Leadership Theories Applied in Barack Obama's First 100 Days as President. GRIN Verlag.
5. Goleman, D. (2000). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam.
6. Northouse, P. (2012). Leadership: Theory and Practice. SAGE Publications.
7. Park, S. M., Miao, Q., & Kim, M. Y. (2015). The role of leadership behaviors for enhancing organizational effectiveness in the Chinese public sector. International Review of Public Administration, 20(2).
8. Vroom, V. H., & Jago, A. G. (2007). The Role of the Situation in Leadership. American Psychologist, 62(1), 17-24.
9. Osborn, R. N., & Hunt, J. G. (2007). The role of leaders in fostering collective efficacy: The case of organizational innovation. In Innovation in Organizations (pp. 127-150). Routledge.
10. Yukl, G. (2012). Leadership in Organizations. Pearson Education.
This comprehensive exploration of leadership and conflict resolution reflects just how vital effective leadership is in navigating challenges and achieving success in the public sphere.