Response To Lesson7

response1 A.  Leadership paradox can be termed to as the alternative view of leadership which offers a model for realizing differentiated leadership (Tomkins, 2020). Leadership paradox may exists especially in groups because there are new systems which are out of the normal way of doing things. Such systems of relationships may possess atmospheres of anxiety and fear (Foldy & Buckley, 2016). Others might promote conditions of self-determination, freedom and openness. A leadership paradox, therefore, to an extent gives the ideology that leadership is a critical lever that can change /transform systems of fear into a system/systems of freedom. B.  Participative management is a scenario whereby the employees are included in the decision making process which improves the overall value of a company. There are various ways that participative management can be encouraged in a work environment .For one, information has to be provided to the employees (Swearingen, 2017). This ensures that employees have enough information to invoke the right contemplation and work around to the problem in question. This can be implemented by establishment of the right and effective communication channels. Secondly, participative management will be encouraged by hiring employees with leadership skills (Bolle De Bal, 1992). This can be accomplished during the recruitment stage whereby only those that demonstrate critical thinking and leadership traits are retained. Third, training can be done to encourage participative management. In training, the employees are subjected to program with follow ups to a certain what the employees have learned. C. Within a group, conflicts will always occur. A serious bias in resolving this type of conflicts is the biased perception whereby there is the feeling of ‘we’ vs ‘they’ mentality. This leads to diversity and blaming the other group for the conflict (Swearingen, 2017). This bias tends to make the teams blame each other and this will only affect the work produced negatively. Further, the teams cannot work together because they feel the other team wants to sabotage them. ========================================================= response 2 A: A leadership paradox is that a leader first assumes responsibility for a recently shaped team and gets ready to construct their own approval yet couldn’t get trusted by the majority of the team individuals. It is extremely disputable whether another leader ought to be too severe when managing the teammates for their supreme leadership. Truth be told, what most new leaders don’t know is that most team individuals need more regard than the leader. So as to pick up individuals’ trust and readiness to cooperate, an investment management style could be included. The managers of the undertaking ought to accept that workers’ grumblings about the organization can’t be viewed as thistles in the eyes and in the meat, however ought to be viewed as a statement of worry for the organization. These grumblings must be managed when important. B: It is more difficult than one might expect to let workers partake in the every day undertakings of the organization. It is as a matter of first importance reflected in the idea of thoughts. The advantages of taking an interest in management for the organization We have just referenced previously, paying little heed to the purposes behind the managers of these business leaders, denying workers to take an interest in management, disregarding representatives’ recommendations, and dismissing workers’ suppositions, these practices are appropriate to any venture. It is all destructive and has no advantage. It will just truly hose the energy of representatives. A decent manager not just realizes how to let workers take an interest in the day by day issues of the organization, yet in addition attempts to let representatives take an interest in corporate dynamic, and focuses on the quality of everybody to settle on right choices. This is helpful for concentrating the knowledge of workers and completely misusing the inventiveness of the psyches of representatives. C: When a team’s internal reasoning isn’t uniform, every ha its own arrangements, internal logical inconsistencies can’t frame a joint power, and in any event, when it forms into shared destroying or even close to home assaults, the team will reach a conclusion. At the point when the inward clash includes two gatherings, the leader ought not bolster only one gathering since this may prompt the bias that the leader has an individual inclination among all team individuals. The most significant sort of contention is the contention that emerges when individuals bring their own emotions into fierce relationships. This internal clash frequently carries unlimited difficulties to the team and team managers, disturbing the ordinary working request of the team. In any case, when this sort of contention is appropriately overseen, it will carry positive outcomes to the team. ========================================================== response 3 Paradox management provides such an unconventional definition of leadership, which offers a framework for achieving differentiated (established) leadership. Every one of us operates and interacts in interaction structures. Any of those structures provide an aura of agony and anxiety.                 In the first article it explains why leadership could not succeed in a new team. This is due to new faces, new characters, not the usual team size and team people would not respond to new leadership style. To understand it takes approximately 18-21 months of time period. If the leader needs to bring the success out of the new team is highly impossible immediately, but gradually.                 The second article depicts can encounters the leaders that go through with the new team because of his leadership skills, communication, motivation, avoiding to take risk, adjusting with new team and its process. Identifying the responsibilities for the position they are in with do and don’ts. STRATEGIES TO IMPLEMENT ACTIVE PARTICIPATION                 To implement these active participation there must be certain rules set. This would be the Bible for the team activity, –          Time is essential, not calling upon a team member. –          Allowing team member to complete his/her say rather than completing it on their behalf. –          Planning the length of the session to avoid going overboard. –          Responding clearly and legibly with clear and soft tone. –          Recording MOM (Minutes of Meeting), it helps in circulating the things discussed. With these there are more rules. Going forward strategies are conceptual model of content, process, directness and common goal. All four quadrant contributes towards active participation. Then we have analytical strategy to make sure there is participation using KPI’s (Key Performance Indicators). INTER-GROUP CONFLICTS Inter-group conflicts occur due to miscommunication and being self-centered attitude within.  These people in a team lack motivation, be a free rider or doing all by themselves which brings the team down. Disputes from the past brings out inconsistence performance, difference of opinion.