If you need a topic on conflict resolution, consider the 20 argumentative essay topics below:
- Integrating Diversity While Managing Group Conflicts
- Methods for Workplace Conflict Management
- Listening to and Learning from Conflicts
- Maintaining Privacy among Workplace Conflict
- How Autocratic Leadership Styles Manage Conflict
- How Transactional Leadership Styles Manage Conflict
- The Role of Power in Conflict Management
- How Bureaucratic Leadership Styles Manage Conflict
- How Charismatic Leadership Manages Conflict
- How Servant Leadership Manages Conflict
- The Transitory Nature of Conflict Management
- How Transformational Leadership Manages Conflict
- How Task-Oriented Leadership Manages Conflict
- Mitigating Poor Productivity with Better Conflict Management
- How People-Oriented/Relations-Oriented Leadership Manages Conflict
- How Laissez-Faire Leadership Manages Conflict
- Limitations to Conflict Management in the Modern Workplace
- How Democratic/Participative Leadership Manages Conflict
- How Effective Leaders Manage Team Based Conflicts
- Leadership and Team Conflict Management
Aren’t those great topics? Below you will also find an essay sample on one of them. Don’t forget to check our set of 10 facts about managing conflict for an argumentative essay as well as the guide on argumentative essay writing for this topic.
Sample Argumentative Essay on Leadership and Team Conflict Management
Leadership brings with it many responsibilities and one of those responsibilities is team conflict management. As a leader or manager, you will find workplace conflict no matter where you are working or who is working with/for you. It is up to you to help address it. As a manager, the role includes reporting, monitoring, communicating, recording, measuring, and identifying. The most basic job description would be governance. Governance is the act of administration or ruling. The governor, or manager in this case, is the one in charge of such actions. The term governance originated in the late fourteenth century and has an oddly suited applicability to managerial styles, particularly extreme styles. In the corporate structure, the term governance relates to consistent management, one which remains cohesive to policies, offers guidance, and assumes the responsibility for processes of correct decision making. This can include, for example, evolving internal investment or policies on the use of data for which the manager is responsible. By the beginning of the twentieth century, the word governance expanded in its definition thanks to financial textbook publications. Now, within the corporate structure, the governance refers to a set of policies, customs, or processes which directly affect the manner in which people administer, direct and control the corporation. This also refers to the relationships between key members of the institution such as managers and the corporate goals. Managers carry a large burden of responsibility on their shoulders which, if not done properly, can lead to extremes rather than balanced work environments and behaviors. By poorly governing or not maintaining strict adherence to the rules of the company, managers can create poor work environments and hinder workplace relationships which will lead far from business success (Martindale, 2011, p. 33).
Good leaders must be able to motivate their employees and if employees have conflicts, great leaders must be self-aware and able to work with those involved to solve the issue and not avoid it. Interpersonal conflicts within the workplace will not go away if they are ignored. In fact, they will get worse. If leaders avoid the existing conflicts, the employees can lose respect for their leaders.
In conflicts, it is important to remain calm. It is imperative that individuals keep their head, even if those around them are not doing the same. Staying calm, especially when provoked, can help to keep the process of conflict management an easy one. Maintaining moral high ground is just as important in the workplace. Good leaders know that when conflict arises among their employees or their team members, it is important not to lose control, not to pull rank, and not to give up the moral high ground. It is much more effective for calm control to be commonplace, and it makes for a significantly better place from which to negotiate conflicts.
Handling conflict should involve working with human resources. These individuals are specifically equipped with managing employee conflicts and they work well as objective third parties. In more delicate business situations having this sounding board for discussions, this objectivity can really offer reasonable counsel to whom all involved parties refer. This is why so many companies employ highly trained HR representatives. As a conflict resolution leader or manager, it is important to document the conflict meticulously. If a report is filed by one person, it is important to avoid getting into future discussions about the dispute that are accusatory in nature “he said/she said” and to focus instead on referring to the detailed documentation filed by the business. This also provides legal protection for the company and for the individuals involved in the matter. In managing conflict it is important for participates to set aside the idea of beating the other person, proving them wrong, or winning the argument. Defeating the “enemy” is not the role of managing conflict. Rather, the conflict should be resolved in a constructive and expeditious fashion. It requires closure from all parties and move forward in the workplace without the conflict lingering.
That said, there are many leadership styles out there and each one offers something unique for different workplace situations. Some are more appropriate than others. But in all cases, it is important to manage conflicts promptly and to manage them well. This is best done by integrating the most effective overall leadership style with whatever existing leadership trends are effective in the existing workplace. The most effective leadership is known as ‘transformational leadership’, where leaders with a great deal of integrity, drive and charisma, inspire people with a shared vision of development, charting out clear goals to achieve those ends and motivating people to perform towards realizing that shared vision. Note here that one style of leadership does not suit every operation and organization and one must hence adapt one’s leadership style to suit the requirements of your operation. By doing this, workplace conflicts can be resolved promptly and effectively by the leaders, ensuring better workplace relationships and respect for workplace authority.
Eunson, Baden. Conflict Management. Milton, Australia: John Wiley & Sons, 2007. Print.
Foster, D.E. (2002). “A Method of Comparing Follower Satisfaction with the Authoritarian,
Democratic, and Laissez-faire Styles of Leadership.”. Communication Teacher 16 (2): 4–6.
Kindler, Herbert S. Conflict Management. [Rochester, N.Y.]: Axzo Press, 2009. Print.
Kindler, Herbert S. Managing Disagreement Constructively. Menlo Park, Calif.: Crisp Publications, 1996. Print.
Martindale, N (2011). “Leadership Styles: How to handle the different personas”. Strategic
Communication Management 15 (8): 32–35.
Raines, Susan. Conflict Management For Managers. San Francisco: Jossey-Bass, 2013. Print.
Woods, A.P. (2010). “Democratic leadership: drawing distinctions with distributed
leadership”. International Journal of Leadership in Education 7 (1): 3–36.
Van Slyke, Erik J. Listening To Conflict. New York: AMACOM, 1999. Print.
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