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Conflict or Misunderstanding

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Identify and discuss three values you think might be the basis of conflict or misunderstanding between leaders and followers.

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This solution explains three values that might be the basis of conflict or misunderstanding between leaders and followers.

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Please refer to file response attached, which is also presented below. Also see attached supporting reference. I hope this helps and take care.

1. Identify and discuss three values you think might be the basis of conflict or misunderstanding between leaders and followers

The legacy of the unsinkable Titanic, who struck an iceberg on her maiden voyage, has never ceased to capture our imagination. How could the most advanced cruise liner of its day not steer around an iceberg? Today organizational leaders face a comparable obstacle?mismanaged conflict. Like the icebergs of the North Atlantic, unresolved conflict can lie submerged and, if ignored, can sink the best initiatives.

This question is fairly open-ended, so probably has a wide range of possible answers and values. Values are, in part, culturally based (see http://www.shkaminski.com/Classes/BJU%20MBA%20655/LectureNotes/CP%20Chapter%204.htm). Values are linked to ethics. Ethical behavior is linked to positive outcomes, whereas unethical behavior is often linked to negative outcomes. However, research suggests that values that are considered 'ethical" in the sense of the leader-follower relationship vary across individual, culture and situation. Therefore, values are a function of culture and therefore, value-conflict may be different across cultures as well.

Leaders create vision, the meaning within which others work and live. Managers, by contrast, act competently within a vision (Adler, 1997:152-3). Traditionally, corporate visions have reflected the values and goals of the society in which they were conceived. Today, with the dominant presence of multinational and global firms, corporate visions are no longer domestic, but are themselves becoming transnational. Leadership involves the ability to inspire and influence the thinking, attitudes and behavior of people. In the past it was assumed that leaders were born not made but, from Stoghill's (1948) study onward, researchers have found no consistent set of traits differentiating leaders from other individuals.

1. Injustice and Power Imbalances (Autonomy and responsibly versus power and control)

The constant pull between these two values can lead to conflict. For example, Americans value charisma in leaders whilst Europeans do not. McGregor's (1960) classic Theories X and Y assumes the former believe they must direct and control, whilst Y leaders believe in autonomy and responsibility in a workforce. Hofstede 1980a) concluded that ...

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