high performance leadership - 1
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By Prof. Vivekanand Pawar
High Performance
Leadership
Chapter 1
Leadership
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Defining Leadership
Leadership is the process of influencing theactivities of an organized group in its efforts
toward goal setting and goal achievement .
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Some Working Definitions Of
Leadership Leadership is the process of persuasion or example
by which an individual (or leadership team)induces a group to pursue objectives held by theleadership or shared by the leader and his or her
followers.
Leadership is what gives an organization its visionand its ability to translate that vision into reality.
While management works in the system,Leadership works on the system.
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Leadership is influencing process of leaders and
followers to achieve organizational objectivesthrough change.
Comprehensive Definition of
Leadership
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Leadership DefinitionKey Elements
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Leadership DefinitionKey Elements
Leader-Follower :
The influencing process is between leaders and followers, not just a
leader influencing followers; its a two way process.
Influence :
Influencing is the process of a leader communicating ideas,
gaining acceptance of them, and motivating followers to support and
implement the ideas through change.
Organizational Objectives :
High performance leaders influence followers to think not only of
their own interests, but the interest of the organization. Leadership
occurs when followers are influenced to do what is ethical and
beneficial for the organization and themselves.
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Leadership DefinitionKey Elements
Change :
Influencing and setting objectives is about change. Organizations
need to continually change, in adapting to the rapidly changing
global environment.
People :
Although the term people is not specifically mentioned in the above
definition of Leadership, after reading about the other elements, one
can realize that leadership is about leading people.
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Effective Leadership
Leaders with the power and personal traits to be effective
in a leadership situation can lead by taking four sets of
actions:
Providing a vision.
Thinking like a leader.
Using the right leadership style.
Using organizational behavior leadership skills.
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Leader Vs Manager
Personality
Dimension
Manager Leader
Attitudes toward
goals
Impersonal, passive,
functional; goals arise out of
necessity, reality
Personal, active, goals arise
from desire, imagination
Conceptions ofwork
Combines people, ideas,
things; seeks moderate risk
Looks for fresh approaches
to old problems; seeks high
risk
Relationships with
others
Prefers to work with others;
avoids close relationships
and conflicts
Comfortable in solitary
work; encourages close
relationships, not averse toconflict
Sense of self Accepts life as it is;unquestioning
Questions life; struggles for
sense of order
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Leadership Managerial Roles
Interpersonal
Roles
Informational
Roles
Decisional Roles
Figurehead Monitor Entrepreneur
Leader Disseminator Disturbancehandler
Liaison Spoke-person Resource allocator
Negotiator
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High Performance Leadership
Chapter 2
Leadership Theories and Styles
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Different approaches used to study
leadership
(A) Trait Theories
(B) Group and Exchange Theory
(C) Behavioral Theory
(D) Contingency Theory
(E) Some other theories
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( A ) Trait Theories
The great person theory of leadership said that individuals are born either
with or without the necessary traits for leadership but eventually this
theory gave way to a more realistic trait approach to leadership.
Some important Traits of Leaders:
Drive
Desire to Lead Integrity
Self-Confidence
Intelligence
Job-relevant Knowledge
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2. McCall and Lombardos Trait Theory
of Successes and Failures of Leaders
McCall and Lombardo identified four primary traits, by whichleader could succeed or fail. These traits are :
Emotional stability and composureCalm, confident andpredictable, particularly during stressful situation.
Admitting ErrorsOwning mistakes, rather than coveringthem up.
Good interpersonal skillsAbility to communicate and
persuade others with restoring negative or coercive tactics.
Intellectual breadthAbility to understand wide range ofareas (open-minded), rather than having a narrow area ofexpertise (narrow-minded).
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3. Bennis and Thomass Trait Theory of
Effective LeadersBennis and Thomas, suggested the following four
characteristics of effective leaders :
Adaptive capacityHardiness, keen observance, proactive
seizing of opportunities and creativity.
Engaging others by creating shared meaningencouraging
dissent, empathy, and obsessive communication.
VoicePurpose, self-awareness, self-confident, and emotional
intelligence.
Integrityambition, competence, and moral compass.
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( B )Group and Exchange Theory
Group and exchange Theories of Leadership
is an exchange process between leader and followers.Some research shows that followers/subordinatesmay actually affect leaders as much as leaders affect
followers/subordinates. Relevant to the exchangeview of leadership is the vertical dyad linkage (VDL)approach more recently called leader-memberexchange ( LMX ) .The VDL or LMX theory saysthat leaders treat individual subordinates differently.Leaders and subordinates develop two personrelationships which affect the behavior of bothleaders and subordinates
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( C) Behavioural Theories
1. ThreeDimensional Theory
Kurt Lewin and colleagues. identified the followingthree different styles of leadership, in particular,regarding decision making :
Autocratic : Autocratic leaders take decisions ontheir own, without consulting others.
Democratic : Democratic leaders involve theirpeople in decision making.
Lassez-faire : Lassez-faire leaders have minimuminvolvement in decision making. They allow peopleto make their own decisions.
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2. Michigan Studies
At the University of Michigan, Rensis Likert identified four
main styles of leadership, in particular, around decision
making and the degree to which people are involved in the
process.
i. Exploitive Authoritative - Low concern for people-usethreats and other coercive ways for compliance of decisions
-communication is usually top-down.
ii. Benevolent Authoritative - Authoritarian, but pay attention
to peoples concerns - use rewards to encourage appropriateperformance - some delegations of decisions, almost all
major decisions are still made by the leader.
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iii. Consultative - make genuine efforts to listen to
their peoples ideas - make major decision, which
remains centralized .
iv. Participative - involve people at all levels in the
decision making process -people arepsychologically closer together and work well
together at all levels.
2. Michigan Studies
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Managerial Grid
Blake and Mouton proposed the famous managerialgrid with the two independent dimensions,
(i) task orientation ( concern for production) and
(ii) people orientation ( concern for people).
Each of these two dimensions ranging from low (1) tohigh (9).
This section describes the five styles of the managerialgrid, or the leadership grid as it came to be known later.
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Managerial Grid
The Managerial Grid
(Blake and Mouton)
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i. Impoverished Management ( Style 1,1)
Low task and low people orientation
Minimum effort is exercised toward getting the work done.
It refers to lazy approach.
ii. Authority-Compliance ( Style 9,1)
High task and low people orientation
Strong focus on task and efficiency.
Little concern for people, including the elimination of
people wherever possible.
Managerial Grid
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iii. Country-club Management( Style 1,9)
Low task and high people orientation
A comfortable and friendly environment and collegialstyle.
A low focus on task may lead to questionable result.
iv. Middle of the road Management( Style 5,5)
Medium task and medium people orientation
Lack of focus on both people and the work. The leader concentrates only on getting the work done anddoes not push the boundaries of achievements.
Managerial Grid
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v. Team Management( Style 9,9)
High task and high people orientation
Highly motivated subordinates are committed to
the task.
The leader is committed to his/her people and the
task.
Managerial Grid
( D ) C ti Th i
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Contingency theories are based on the assumption that theleaders ability to lead is contingent upon various situationalfactors such as the leaders preferred style, the capabilities and
behaviours of followers, etc.
1. Fiedlers Theory
According to Fiedler, relationships, power, and task structure arethe three key factors that drive effective leadership styles.
He identified the least preferred coworker (LPC) scoring forleaders.
High LPC leaders tend to have close and positive relationships,and act in a supportive way.
Low LPC leaders put the task first and turn to relationships onlywhen they are satisfied with the progress of the work.
( D ) ContingencyTheories
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1. Fiedlers Theory
The following three aspects determine the effectiveness of
the two leadership styles (high or low LPC):
1. Leader-member relations : The extent to which the leader
has the support and loyalties of followers. The relations
with them are friendly and cooperative.
2. Task structure : The extent to which tasks are
standardized, documented, and controlled.
3. Leader's position power : The extent to which the leaderhas authority to assess follower performance and give
reward or punishment.
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2.Blanchards Hersey and situational Leadership theory
Another Contingency approach the situational
leadership ( or lifecycle) model developed by Paul
Hersey and Kenneth Blanchard , suggest that the mostimportant factor affecting the selection of leaders style
is the development ( maturity level ) of the
subordinates. Development levelis the taskspecific
combination of an employees task competence andmotivation to perform.
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(E) Some other TheoriesPath Goal Leadership theoryAccording to pathgoal theory , leaders roles
are to help employees understand what needs to be done ( the goal )and how to do it ( the path ).It identifies four major , types or styles ofleadership , which are mentioned below :
Directive Leadershipthe leader focuses on clear taskassignments, standards of successful performance, and workschedules.
Supportive leadershipthe leader demonstrate concern foremployees well being and needs while trying to create a pleasantwork environment. Leader is friendly and approachable and showsa genuine concern for subordinates.
Participative leadershipThe leader asks for uses suggestionsfrom subordinates but still makes decision. Invites employees toprovide input to decision and tries to use there suggestions whilemaking final decision.
Achievementoriented leadershipthe leader sets highexpectations for employees, communicate confidence in thereability to achieve challenging goals and enthusiastically models thedesired behavior.
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Some other theories
Vrooms Decision Making Model
Emerging Approaches to Leadership1. Charismatic Leadership Theories
2. Transformational Leadership Theory3. Social learning Approach
4. Self leadership and super leadership
5. Coaching
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High Performance Leadership
Chapter 3
Leadership Skills
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Leadership Skills
Getting and Giving Information
Group Needs and Characteristics
Controlling the Group
Knowing and Understanding GroupResources
Counseling
Setting Example
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High Performance Leadership
Chapter 5
Team Work and Team Building
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What is Team?
A Team is a small number of people with
complementary skills who are committed to
a common purpose, performance goals andapproach for which they hold themselves
mutually accountable.
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Difference between Work Group & TeamWork Groups Team
Strong , Clearly focused leader Shared leadership roles
Individual Accountability Individual and Mutual Accountability
Purpose is same as organization Specific purpose
Individual workproducts Collective work products
Efficient meetings Encourages open-ended, active problem solving
meetings
Measures effectiveness indirectly Measures performance directly
Discusses , decides and delegates Discusses , decides and does work together
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Challenges in team work
Dilution of responsibility (accountability),dependence on others, taking on too much,overlap
Lack of focus
Conflicting personalities and styles/Egos
Distribution of credit
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Skills Needed for Team Work
Aside from any required technical proficiency, wide
varieties of social skills are desirable for successfulteamwork, including:
Listeningit is important to listen to other peoplesideas.
Questioningit is important to ask questions, interact,and discuss the objectives of the team.
Persuadingindividuals are encouraged to exchange,defend, and then to ultimately rethink their ideas.
Respectingit is important to treat others with respectand to support their ideas.
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Skills Needed for Team Work
Helpingit is crucial to help ones co-workers, which
is the general theme of teamwork.
Sharingit is important to share with the team to creatan environment of team work.
Participatingall members of the team areencouraged to participate in the team.
Communicationfor team to work effectively it is
essential team members acquire communication skillsand use effective communication channel between one
another.
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Life cycle of a Team
FORMING
STORMING
NORMING
ADJOURNING
PERFORMING
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TEAM BUILDING
Identification of a Problem
Collection of relevant data
Data feedback and confrontation
Problemsolving experience
Onthejob application
and follow up
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Skills useful in team building
Consultation skills Diagnosing, contracting,designing change.
Interpersonal Skills Trust building, Coaching, andlistening.
Research Skills Planning and conducting a studyand evaluating results.
Presentational Skills Public speaking and report
presentation. Two additional skills stand out as critical to success
process consultation and feedback.
A comparison between contrasting supervisory
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A comparison between contrasting supervisoryroles
Traditional Structure SelfManaging Team Structure
Authority Figure Coach and counselor Resource
Expert Champion and cheerleaders
Teacher Allocator
Problem Solver Liaison and foundry manager
Coordinator Facilitator
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High Performance Leadership
Chapter 6
Interpersonal Skills
Conversation, Feed Back and Feed Forward
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The term "interpersonal skills" is used often in business
contexts to refer to the measure of a person's ability to operate
within business organizations through social communication
and interactions. Interpersonal skills are how people relate to
one another .
There are different types if interpersonal skills like Verbal,
Nonverbal.
Important Skills
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Important Skills
CONFLICT
MANAGEMENT
ASSERTI-
-VENESS
MANAGING
DIFFICULT
PEOPLE
COMMUN
-ICATION
STYLES
ACTIVE
LISTENING
BUILDING
TRUST
EMPATHY
SKILLS
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Interpersonal communication can be defined in avariety of ways. One way is to define it by thenumber of people communicating and theirrelationship to each other. This we call the dyadic
or relational definition.
Another way is to define it as a developmentalprocess. Where communication begins asimpersonal and becomes more and more personalas the interactions increase in frequency andintimacy. This we call the developmentaldefinition.
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Conversation
A conversation is communication by two or more
people, or sometimes with ones self, often on a
particular topic.
Conversation is the ideal form of communication in
some respects, since they allow people with different
views of a topic to learn from each other.
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Communication
Communication means usually to speak or to write orto send a message to another person.
Communication involves ensuring that messagesreach the person to whom they are sent, that thereceiver understand and respond as we want them to;and that we ourselves are able to understand,interpret, and respond to messages that are sent to us.
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Objectives of Communication
Information : Enquiring, supplying or receiving the information.
Advice : Personal opinion about what to do, how to do or whento do.
Suggestion : Proposals by the subordinates to the higher
authorities indicating change required in existing procedural andoperational matters.
Order : Directive issued by management to subordinates inauthoritative manner.
Motivation : Motivation channelizes the inner urge of the man towork and to excel towards the organizational goals.
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Objectives of Communication
Persuasion : Act of influencing the other persons to
voluntarily change their attitudes, beliefs feelings orthoughts.
Warning : It is informing about the unpleasant andunfavorable consequences if certain course of action is not
changed/ amended.
Negotiation : Discussion by two or more parties concernedwith specific problem to find mutually acceptable agreement.It may be through bargaining orientation, lose-lose
orientation, win-win orientation and compromise orientation. Education : It is important from the view of teaching and
training the employees and executives.
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Communication Process
Creates
Message
Encode
Message
Decode
FeedbackReceiver
Feedback
Receiver
Encodes
Message
Decode
Message
Encode
Feedback
Create
Feedback
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Types of Communication
Communication
Formal
Communication
Informal
Communication
Upward
Communication
Horizontal
Communication
Downward
Communication
Medial of Communication or Interpersonal
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Medial of Communication or Interpersonal
Communication
Interpersonal
Communication
Oral
Communication
Written
Communication
Verbal
Communication
Non-Verbal
Communication
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Barriers to Effective Communication
Filtering : Sender manipulates information in such a manner that
it shall be seen more favourably by the receiver.
Selective perception: People selectively interpret what they seeon the basis of their interests, background, experience andattitudes.
Information overload: When a situation arises where theinformation inflow exceeds an individual's processing capacity,communication barrier creeps in.
Emotions: How a receiver feels at the time a message is receivedwill influence how the message is interpreted.
Communication apprehension: Undue tension and anxietyabout oral communication, written communication or both affectseffective communication.
Seven Cs of Business Communication
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Seven Cs of Business Communication
According to Francis J. Bergin, there are '7
Cs' of Communication :
Candid : Message should be straight forwardand frank.
Clear : Clarity of expression and thought ismust.
Complete : Message necessarily should becomplete as incomplete message breedsmisunderstanding and misinterpretation.
Seven Cs of Business Communication
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Seven Cs of Business Communication
4. Concise : Conciseness is necessary to retain the
attention as well as to save the time of the receiver.
5. Concrete : Message should not be vague but specific.Concrete expression create specific visual image inthe mind of receiver.
6. Correct : Message should be correct in grammar,spellings, contents, statistical information etc.
7. Courteous : Courtesy and manners plays dominatingrole in effective communication.
Principles of Communications
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Principles of Communications
Creation of synergetic environment
Two-way communication
Strengthen flow of communication
Proper media
Encourage open communication
Use of appropriate language
Principles of Communications
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Principles of Communications
Effective listening
Self-development
Intellectual dimensions
Emotional dimensions
Spiritual dimensions
Transactional Analysis - A Tool to Understand Peoples
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y p
Communication Behaviour
There are many ways we can look at communication styles
and that the most comprehensive research is theTransactional Analysis (TA).
TA is practical yet impact technique to understandpeople's communication behaviours based on their
personal values, thoughts and feelings. Each personoperates in three egosParent, Adult and Child.
Each of these egos is distinct and therefore easy to identifyand differentiate.
More importantly, these egos affect differentcommunication behaviours and eventually communication
styles.
Transactional Analysis - A Tool to Understand Peoples
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y p
Communication Behaviour
Ego States
Parent-Ego State
Behaviours, thoughts and feelings copied
from parents or parent figure.
Adult Ego State
Behaviours, thoughts and feelings which are
direct responses to the here and now.
Child Ego State
Behaviours, thoughts and feelings replayed
from childhood.
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High Performance Leadership
Chapter 7
Interpersonal Skills
Delegation, Humor, Trust, Expectations,Values, Status, Compatibility
Interpersonal Skills
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Interpersonal Skills
Empathy
Conflict
management
Assertiveness
Dealingwith
Difficult
people
Communi
cation
Style
Active
Listening
Building
Trust
Skills
Interpersonal skills" refers tomental and communicativealgorithms applied duringsocial communications andinteractions in order toreach certain effects orresults. The term"interpersonal skills" isused often in businesscontexts to refer to themeasure of a person'sability to operate within
business organizationsthrough socialcommunication andinteractions. Interpersonalskills are how people relate
to one another
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There are different types if interpersonal skills
like Verbal, Non verbal. In verbal skills
conversations play a major role. To know the
process of conversation better we need to learn
How the Process of Conversation Works
How You Can Become More Effective
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The Conversation Process
Opening
Feedforward
Business Feedback Closing
Five Stages of Conversation
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FEEDBACK & FEEDFORWARDFeedback
Positive / Negative:
Person focused / Message focused:
Immediate / Delayed:
Low Monitoring / High Monitoring:
Supportive / Critical:
Feedforward-Feedforward is information that is provided before sending inprimary message.
L th d M ti k Ch t i ti f
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Luthans and Martinkos Characteristics of
Effective and Ineffective Feedback
Effective Feedback Ineffective Feedback
Intended to help the employees Intended to belittle the employees
Specific General
Descriptive Evaluating
Useful Inappropriate
Timely Untimely
Considers employee readiness for feedback Makes the employee defensive
Clear Not understandable
Valid Inaccurate
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Besides feedback and feed forward, other
variables, such as trust, expectations, values,
status and compatibility, delegation , humors ,
greatly influence the interpersonal aspects ofcommunication .
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CONFLICT MANAGEMENT
Conflict is when two or more values, perspectives and opinions arecontradictory in nature and haven't been aligned or agreed about yet,including:
Within yourself when youre not living according to your values.
When your values and perspectives are threatened; or
Discomfort from fear of the unknown or from lack of fulfillment.
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Conflict is often needed. It:
Helps to raise and address problems.
Energizes work to be on the most appropriate issues.
Helps people "be real", for example, it motivates them to participate.Helps people learn how to recognize and benefit from their differences.
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Intrapersonal
ConflictsIntergroup
InterpersonalSkills
Types of
Conflicts
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High Performance Leadership
Chapter 4
POSITIVE THINKING
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