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6 pages. Conflict within an organization is a composite of many things. Depending upon the size of the organization, this recipe for the tendency toward conflict will contain different components and will tend to change depending upon the needs of the organization. Within this paper is a compendium of the different components of leadership, and the factors in which use to deal with conflict. Bibliography lists 6 sources.
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6 pages (~225 words per page)
File: D0_JGAflict.rtf
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contain different components and will tend to change depending upon the needs of the organization. Within this paper is a compendium of the different components of leadership, and the
factors in which use to deal with conflict. SOME ASPECTS OF CONFLICT WITHIN THE ORGANIZATION In a general sense, competitively oriented people within the organization often act in an
aggressive and uncooperative manner. The situation is often one in which neither party comes out the winner, and one party usually attempts to dominate the other. When confronted
with this, leadership is concerned with trying to satisfy both parties concerns in a conflict. Those leaders who have what McKenna (22, 1995) refers to as a "collaborative orientation"
tend to be highly assertive and highly co-operative in their behavior. The solution that is sought is that of a mutually beneficial one, using an attempt at integration between
the conflicting parties and win-win situations. The compromising style of a leader is considered a "middling approach" (22. 1995) to conflict. Compromising people are satisfied if employees achieve
moderate levels of satisfaction with agreements in conflict. Compromising leaders do not fully avoid the problem, nor do they fully collaborate to develop a win-win resolution (McKenna 1995).
Then there are those leaders who practice the avoiding style. They tend to behave as if they were indifferent both to their own concerns and to the concerns
of others. McKenna (1995) explains to us that the avoiding orientation is often manifested through non-assertive and uncooperative behavior. Those leaders who avoid conflict tend to prefer apathy,
isolation and withdrawal to facing conflicts. This type of leader is one who seemingly lets "fate solve problems" (22, 1995) instead of trying to make things happen. When
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