Conflict Resolution through Emotional Competence

Only when leaders integrate technical skills, goal-directed activities, and the ability to form
meaningful relationships through emotional competence does optimal organizational
effectiveness result. Scenario: A team of highly competent members has become adept
at organizing and managing itself. The self-sufficiency of the team is appreciated by
senior leadership who assumes the team can respond to challenges without support or
guidance, given the team’s legacy of success. Recent challenges incited the team to
request assistance; when assistance was not provided, the team began to make
independent decisions. The team members believed they were the only ones who
understood their work and avoided asking for help. The leaders involved believed that no
news equaled good news. Neither the leaders nor the team members considered their
work within the context of the entire organization. As a result, the team’s level of
emotional competence decreased, along with their productivity. Consider this scenario
and address the following. • Identify three strategies to reduce friction and build unity
between the parties using emotional competence as the framework. • What outcomes
would you identify to measure the effectiveness of each strategy? • Consider an
adversarial relationship that exists between leaders and departments in your
organization. How does the culture of the organization affect the situation? What
knowledge, skills, and attitudes do you bring to the organization? What would others say
are your leadership strengths? How can these strengths be used to reduce the
adversarial relationship?

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