Author: Dr. Arlian Salmon-Barnett

          One of the most intricate and multifaceted phenomena is leadership. Leadership is a process directed towards achieving long or short term goals and specified objectives (Buil et al., 2019). Excellent leadership in an organization equates to increase collaboration and productivity. Collaboration and productivity depend on a workforce who understands the vision and mission of the organization and is driven to achieve such goals (Jacobsen et al., 2022). Leaders in management and administrative positions as well as subordinates in any organization must work simultaneously and collaboratively. Working collaboratively means each individual within the organization is a leader because all work together to benefit the company. Company benefits include increases in morale, retention, resource, production, and revenue.

          However, relationships among employees are not always smooth. Conflicts among employees are inevitable. Differing backgrounds, work styles and priorities are usually the cause of conflicts in the organization (Fishman & Slanetz, 2021). Conflicts are observed on a daily basis in every organization, and are usually as a result of leaders who are authoritative and coercive in nature (Li & Elfstrom, 2021). Authoritative and coercive leaders usually use force and threat to exert power. The split of power between leaders creates discord and chaos, disturbs the whole environment, and impacts business productivity.

Leadership Power

          According to London and Sherman (2021) power influences the behavior of individuals through a variety of strategies to achieve desired responses. When leaders use power, it is usually to overcome resistance from subordinates and reinforce positions as leaders. Depending on the situation, subordinates may view leadership actions as beneficial, a constraint or a reprimand. When power is used as a constraint or reprimand, the results are often demotivating and demoralizing. Demotivating and demoralizing subordinates, create an environment of fear and job insecurity (Sinha et al., 2021). Genuine leaders do not expel power which is threatening to subordinates or to the organization. Leaders who are authentic, foster greater self-awareness and self-regulate positive behaviors by drawing on life experiences, psychological resources, sound moral perspectives, and supportive organizational climate (Gultekin & Dougherty, 2021).

          Distribution of power in a single management in an organization can be quite chaotic and creates mayhem at times (Fishman & Slanetz, 2021). Several companies realize the benefits of multiple leaders and are working to better the organization by putting multiple teams in place. Multi-leader teams are characterized by multiple leaders exhibiting mutual influence on each other while working towards common organizational goals (Alheet et al., 2021). If the role of leadership is shared by multiple team leaders, work input and organizational productivity will increase which will escalate progress, and work efficiency overall.

Moving Towards Solution

          Organizational conflicts stem from a number of factors, including differences in ideals, allegiances, duties, positions, prestige or a combination of factors. Leaders inability to deal with conflicting issues will not only lead to negative outcomes but may also undermine the credibility of the leader (Jacobsen et al., 2022). The whole process results in chaos and disturbance in the organization which impacts staff negatively and affects the growth and development of the company (Alheet et al., 2021). Organizations with the need and drive to succeed will take appropriate steps to de-escalate and remove conflicts which threaten the success of the company. One major way to prevent and alleviate conflicts is to provide continuous dispute resolution or problem-solving intervention sessions for staff.

          Providing dispute resolution intervention sessions for staff is not to determine which staff is right or wrong but to equip staff with specific skills to dissolve issues and reach amicable solutions (Cletus et al., 2018). Through the sessions conflicting members have the opportunity to reflect on issues and consider the advantages and disadvantages of the specific circumstance or issue. Each member will be able to voice concerns, opinions and perspectives in a non-threatening environment. The environment and atmosphere created in the sessions will set the standard for active and effective communication, and dispel any feelings and exhibition of anger (Hai & Van, 2021).

          When used as a growth and development method, continuous problem-solving sessions decrease the likelihood of issues arising or recurring in the organization. Problem-solving sessions expose staff to effective research-based methods and strategies to dispel conflicts. Exposure will provide a myriad of possible situations to practice problem-solving skills. Practicing will require staff to think critically, evaluate situations, make rational decisions and commit to organizational goals.

Conclusion

          Each staff member in the organization is a leader. Organizations need to take the step to equip leaders with strategies to dissolve issues by providing growth and development interventions to equip staff with strategies to alleviate conflicts. Dissolving issues will increase productivity and staff collegiality. Increasing productivity and staff rapport will create a harmonious work environment suitable for achieving the vision, mission and goals of the company.

References

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