{"id":94,"date":"2018-01-19T08:29:03","date_gmt":"2018-01-19T08:29:03","guid":{"rendered":"https:\/\/create.twu.ca\/twuwafasiyam\/?p=94"},"modified":"2018-01-24T01:55:31","modified_gmt":"2018-01-24T01:55:31","slug":"94-2","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/twuwafasiyam\/94-2\/","title":{"rendered":"Learning Activity 3.3-Unit 3"},"content":{"rendered":"

Learning Activity 3.3-Unit 3<\/strong><\/h3>\n

Wafa Siyam\/ Jan 17, 2018\/LDRS 591<\/p>\n

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Servant Leadership and conflict resolution: A qualitative study<\/p>\n

\u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 Authors<\/strong><\/p>\n

Ravinder Jit,<\/p>\n

(Department of Management, Maharaja Agrasen Institute of Technology,<\/p>\n

Delhi, India)<\/p>\n

Chandra Shekhar Sharma,<\/p>\n

(Department of Commerce, Sri Ram College of Commerce, Delhi,\u00a0 India)<\/p>\n

Mona Kawatra,<\/p>\n

(Department of Management, Maharaja Agrasen Institute of Management Studies, Delhi, India)<\/p>\n

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International Journal of conflict management, Vol. 27 No. 4, 2016 pp. 591-612 \u00a9 Emerald Group Publishing Limited 1044-4068 DOI 10.1108\/IJCMA-12-2015-0086<\/p>\n

Introduction<\/strong><\/p>\n

Jit, Sharma, Kawatra (2016) examined the choice of conflict management strategies made by servant leaders. Conflict is harmful, and the resolution is positive regarding leadership style or orientation. Servant leaders resolve conflict through adopted peaceful means considering human elements and dignity. The orientation service of Servant leaders motivated by the need to serve pro-followers, and bring success to the organization, the subordinate which reflects on serving the community. According to Dirk Van Dierendonck (2011), \u201cBeing a servant allows a person to lead; being a leader implies a person to serve\u201d (p.1231); hence servant leader uses the power as a tool to serve the others (Jit et al., 2016, p.595).<\/p>\n

Methodology <\/strong><\/p>\n

The study used the method of narrative inquiry to discover the deep values of servant leaders and their perspectives to their subordinates in the context of a conflict situation. The study conducted 15 semi-structured interviews, three of the respondents were from the education sector, four from the corporate sector and the remaining eight were from the public sector. Gender- base selection was; ten male and five female leaders in the age of 45-65 interviewed. Eight-ten subordinates and colleagues of each leader interviewed. The open-ended questions were designed to have an in-depth understanding of leaders \u2018personal experiences, and their perspectives regarding situations suggested by scholars with experts in qualitative research methods (Jit et al., 2016, p.597-598).<\/p>\n

Data analysis<\/strong><\/p>\n

In this study, they have adopted two approaches; sententious approach and selective approach to identifying the theme.\u00a0Initially, following the sententious\/holistic approach, each transcript was read as a whole so that core\/essential meaning of respondents\u2019 experiences could be captured. In the second step, researchers followed selective\/highlighting approach, through which they identified the sub-themes\/categories that contributed to the core theme.\u00a0<\/span>The study applied the use of thought and language to depict the better understanding in how the respondent\u2019s experience in resolving situations lived precisely. The qualitative study evaluated comfortability, dependability, credibility, transferability, and the assumptions were examined not to be biased (Jit et al., 2016, p.599,600).<\/p>\n

Results<\/strong><\/p>\n

The findings outlined two domains of conflict resolutions presented in the servant leaders reactions and perception as well as their approach toward managing these situations. Servant leaders adopted strategies in resolving subordinate-subordinate conflict through thoroughly \u201cdiagnosis of the conflict situation.\u201d which applies active listening, discussion, and understanding, which can bring the collaborative approach to conflict resolution. The servant leaders intervene conflict by capturing the \u201cpositive\u201d of each viewpoint to facilitate \u201can amicable solution\u201d for the situation. They empower their employee in a way nobody has a hard feeling about it. In the notion of harmony and cohesion in the organization, servant leaders\u2019 intentions to resolve a conflict by being impartial and objective. Eight respondent exhibit more human approach to resolve interpersonal differences between their employee by using term \u201cunderstanding\u201d as the first step in conflict resolution. When the subordinate indulges provocative behavior, servant leaders apply their strategies \u201cActive listening, discussion, understanding\u201d with self-restraint, patience, and composure. Seven out of fifteen respondents reportedly exhibited these characteristics (Jit et al., 2016, p. 600-605)<\/p>\n

Conclusion <\/strong><\/p>\n

The study emphasizes the relationship between leadership characteristics, behavior and value orientations for better understanding the strategies of conflict resolution adopted by servant leaders. The conflict-resolution approach of the respondents manifests a leadership style presented in being supportive, cooperative, benevolent, relational, and persuasive. This leadership orientation has potential to give rise to a culture of civility, collaboration, compassion, and forgiveness (Jit et al., 2016, p.609)<\/p>\n

Personal comment<\/strong><\/p>\n

This study implicit positively close attention to my research question of conflict resolution in the workplace to find out conflict management strategies that affect employee deal with conflict in the workplace. My finding is promoting \u201cActive listening and appreciating interpersonal differences in their perspectives.\u201d will add more values that adhere to the organizational perspectives to cultivate sustainability and productivity.<\/p>\n

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Reference<\/strong><\/p>\n

Jit, R., Sharma, C. S., & Kawatra, M.( 2016). Servant Leadership and conflict resolution: a qualitative study. IJCM:\u00a0<\/em>AInternational Journal of Conflict Management<\/em>, 27(4), 591-612.<\/p>\n

https:\/\/doi.org\/10.1108\/IJCMA-12-2015-0086<\/a><\/p>\n

 <\/p>\n

Dirk van Dierendonck (2011). \u201cServant leadership: a review and synthesis\u201d, Journal of Management, 37(4), 1228-1261<\/p>\n

https:\/\/doi.org\/10.1177\/0149206310380462<\/p>\n

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Learning Activity 3.3-Unit 3 Wafa Siyam\/ Jan 17, 2018\/LDRS 591     \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0Article Servant Leadership and conflict resolution: A qualitative … <\/p>\n

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