Week 2: Team working (Roles, Conflict Resolution, & Negotiation)

Table of Contents
2.1 Introduction ...........................................................................................................................................................2
2.2. Learning Outcomes ..............................................................................................................................................2
2.3 Team working (Roles, Conflict Resolution, & Negotiation) ...............................................................................2
2.3.1 Conflict Resolution and Negotiation .............................................................................................................3
2.4 Development of a high-performance team through Motivation ........................................................................7
2.5 Leadership in fostering a Culture of Engagement in teams ...............................................................................9
References ..................................................................................................................................................................10

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2.1 Introduction
Teamwork refers to the collective effort of a group working together towards a shared objective
or the successful completion of a task, with the aim of doing so in a productive and efficient
manner. Teamwork is observed within the context of a team, which is comprised of individuals
who rely on each other and collaborate towards a shared objective. A team environment enables
individuals to contribute their diverse perspectives to problem-solving, leading to increased
success in finding solutions more efficiently and effectively. The contributions of every
employee are highly valued when they are actively sought during team meetings. During team
work, conflicts may arise, making the leader's ability in conflict resolution essential.

2.2. Learning Outcomes

Upon the completion of this week of study you will be able to:
LO.1 Explain and critically analyse the theories and concepts of leadership and
management and their application in organisations and on projects.
LO.2 Critically evaluate the role of leaders in ethically managing change and in working
collaboratively, ethically, and effectively to support project execution.
LO.4 Critically evaluate professional and inclusive skills sets in relation to collaborative
working.

2.3 Team working (Roles, Conflict Resolution, & Negotiation)

Leadership is a highly researched area within the realm of group and team communication.
Scholars from various disciplines, including business, communication, and psychology, have
conducted extensive research on the qualities, theories, and skills associated with leadership. It is
important to note that while a group may have only one designated leader, other members of the
group also play significant leadership roles (Ammeter & Dukerich, 2002). This distinction is
important as it helps to differentiate between different aspects of leaders and leadership. The role
of a leader is associated with a high-status position within a group, and it can be recognised
either formally or informally by the members of the group. Leadership encompasses a
combination of beliefs, communication patterns, and behaviours that have the power to influence

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the functioning of a group and guide them towards successfully
accomplishing their objectives. According to Hirtz, Murray, & Riordan (2007), a leader may
exhibit a lack of leadership skills or provide inadequate leadership. Similarly, an individual who
does not hold the formal title of a "leader" can still exhibit exceptional leadership skills.
Effective group leaders are characterised by their involvement in the group, mutual respect, and
excellent communication (Ammeter & Dukerich, 2002). Leadership styles may vary, but these
qualities are consistently found in successful leaders.

The following leadership styles are recognized to affect the dynamics of groups as per Bans-
Akutey & Tiimub (2021):

Weak leadership: When a team lacks a firm leader, a more dominant member of the group can
frequently assume control. This may result in a lack of direction, internal conflict, or a focus on
incorrect priorities.

Excessive deference: Authority occurs when individuals refrain from expressing their own
opinions in order to appear to concur with a leader.

Blocking: This occurs when members of a team conduct in a manner that impedes the flow of
information within the group.

Evaluation anxiety: The perceptions of team members can also create a negative group
dynamic. Evaluation apprehension occurs when individuals believe they are being judged
excessively harshly by other group members, causing them to withhold their opinions.

2.3.1 Conflict Resolution and Negotiation

Team or workplace conflict refers to the deterioration of interpersonal relationships among team
members. Team conflicts can arise in various scenarios, such as conflicts between employees,
conflicts between a team leader/manager and an employee, or conflicts between two or more
teams within a company (McKibben, 2017).

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Conflicts can arise from something as basic as a divergence of opinion or
artistic vision. While many conflicts are harmless and only lead to lively discussions, they can
still occur.

However, when the argument escalates, it can lead to significant problems for your team, such
as:

-One consequence of team members who have conflicting views working together is a decrease
in productivity. When individuals are unable to effectively collaborate due to their differences, it
can divert their attention away from their assigned tasks, resulting in a decline in the quality of
work and the final product (Halevy, 2008).
-Another problem is the loss of creativity that can occur when individuals are engaged in
conflict. Instead of focusing on the task at hand and the excitement of their work, they become
consumed by the conflict itself. This preoccupation drains their energy and mental capacity,
making it difficult for them to tap into their creative abilities (Halevy, 2008).
-Loss of customers and reputation: Extreme conflict could lead to the company becoming
entangled in legal disputes, which could result in a loss of customers and damage to its
reputation. Managers who are unable to effectively address serious conflicts may find themselves
having to resort to an employment tribunal in order to resolve the situation (Halevy, 2008).
-Recruitment is becoming increasingly challenging due to the presence of conflict and an
undesirable work environment. This makes it difficult to attract and hire new talent (Halevy,
2008).

Conflict negotiation
Conflict negotiation is a process that aims to permanently resolve disputes or conflicts. It
involves meeting the needs of both sides and effectively addressing their interests in order to
achieve a satisfactory outcome (Wang & Zhang, 2015).
In numerous negotiations, both parties possess a clear understanding of their respective interests
and demonstrate a willingness to engage in a collaborative process of compromise and exchange

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in order to reach a mutually beneficial agreement. However, conflict
negotiation frequently culminates in individuals directing their attention towards power, rights,
or interests.

Engaging in the exercise of your rights or power often leads to an escalation of disputes.
However, utilising an interest-based conflict negotiation strategy typically leads to increased
satisfaction and improved working relationships, while also being a more cost-effective
approach. Regrettably, in moments of anger and feeling unjustly treated, our first instinct may be
to resort to power-based threats or pursue rights-based lawsuits. Frequently, these approaches are
designed to address our current needs (Wang & Zhang, 2015).

In negotiation, it is important to remember that your problem is likely to be the other side's
problem, and vice versa. Having this knowledge can be beneficial in enhancing your conflict
negotiation skills (Wang & Zhang, 2015).

Leaders must possess the ability to effectively employ conflict management as a skill in order to
cultivate a productive working environment (Guttman, 2004). It has been recognised that conflict
management is a crucial skill that leaders should prioritise learning and mastering (Kazimoto,
2013). According to Kazimoto (2013), if a leader is unable to effectively handle conflict, it can
result in negative consequences and potentially damage the leader's credibility. If a leader can
create an environment of cooperation and promote teamwork, while also emphasising that these
values are important, it is likely that the entire organisation will adopt this value system
(Guttman, 2004).

In order to gain a comprehensive understanding of conflict and its management, it is essential to

begin by establishing a clear definition. This will enable us to engage in meaningful discussions
about conflict management and its application in the context of contemporary leadership.
Conflict can be defined as a disagreement between two entities, which can manifest as
antagonism or hostility. This situation typically arises when one party opposes another in order
to achieve a different objective, even though both parties are working towards a shared goal

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(Kazimoto, 2013). In order to gain a deeper understanding of conflict, it is
necessary to analyse the potential sources from which it may arise. According to American
psychologist Daniel Katz, conflict can stem from three distinct sources: economic factors,
differences in values, and power dynamics. According to Guttman (2004), economic conflict
arises when individuals or groups have competing interests in acquiring limited resources. This
type of conflict typically arises when both parties' behaviours and emotions are focused on
maximising their individual gains. Conflicts may arise among the parties involved as they each
strive to acquire the maximum amount of these resources. An example of this occurs when there
is a conflict between union and management regarding the allocation and distribution of
company funds (Fisher, 2000).

Value is an important element that holds significance in various aspects of life. It refers to the
worth Conflict arises when there is a lack of compatibility between different ways of life. This
type of conflict arises from the diverse preferences and ideologies that individuals hold as their
guiding principles. Resolving this particular conflict can be quite challenging due to the fact that
the differences stem from beliefs rather than facts. An example of this can be seen in
international conflicts, where each side firmly holds onto its own set of beliefs (Fisher, 2000).

Power conflict arises when both parties attempt to assert and uphold their utmost influence
within a given relationship or social context. In order for one party to exert influence over
another, it is necessary for one party to possess a greater level of influence than the other. This
situation may lead to a power struggle, which could result in one party winning, the other party
losing, or a deadlock with ongoing tension between both parties. This type of conflict can occur
between individuals, groups, or nations. This conflict arises when one party decides to assert
power in the relationship. The crucial term in this context is "chooses." Power conflict occurs
when one party chooses to exert its influence over another. It is worth mentioning that power
plays a significant role in all types of conflicts, as the involved parties are attempting to exert
control over one another (Fisher, 2000).

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When conflicts are managed effectively, they have the potential to lead to
positive outcomes and increased productivity for both the team and the organisation (Kazimoto,
2013). The ability to manage conflict is crucial for leaders, as it directly impacts the success of
individuals and teams involved (Guttman, 2004). Leaders must possess the ability to
acknowledge that conflict has the potential to create adverse consequences within their team or
organisation. By leveraging their leadership skills and accurately identifying the appropriate
conflict-handling mode for each situation, individuals can effectively enhance team structure and
dynamics. This, in turn, enables them to successfully accomplish their objective of driving
organisational change, growth, and transformation.

2.4 Development of a high-performance team through Motivation

The teams that achieve the most success are comprised of members who possess high levels of
motivation and engagement, and who demonstrate unwavering commitment to achieving
success. High-performance teams are known for their ability to provide innovative solutions and
overcome obstacles, making them valuable assets to organisations. Often, both followers and
leaders have a misunderstanding of motivation and tend to ignore information that could
potentially hinder their efforts to attain high levels of employee engagement (Moz & Kleiner,
2021).

An understanding of behavioural science and theory can greatly enhance our understanding of
motivation. An essential aspect of cultivating motivation is recognising the difference between
removing factors that cause dislike towards work and generating factors that make work
engaging. According to Moz & Kleiner (2021), work-related problems often stem from workers'
perceptions of the minimum acceptable working conditions, which are commonly known as
hygiene factors. Hygiene factors are determined by our expectations, our perception of what we
deserve, and our understanding of what is fair. When considering various aspects, they take into
account factors such as physical comfort, compensation and benefits, safety, and non-abusive
interpersonal interactions. The following are the basic expectations of workers that need to be
fulfilled for them to consider the work environment satisfactory. The main point is that following
hygiene standards may prevent complaints about work, but it does not necessarily inspire or

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motivate employees. Simply avoiding negative experiences does not lead
to positive engagement. Intrinsic motivation, also known as true motivation, is characterised by
pleasurable experiences that foster personal growth and fulfil needs. There are several sources
that can provide us with healthy motivation. These include intellectual stimulation, acquiring
new skills, building a positive self-image, and developing relationships with others. Motivation
is considered to be a lifelong process, as exemplified by Maslow's hierarchy of needs. It is
believed to originate from fundamental needs that are deeply rooted in our psychological nature
(Moz & Kleiner, 2021).

The firm's performance evaluation process can help identify and achieve motivational goals. The
main goal of performance evaluation systems is to enhance employees' contributions to the
organisation. However, managers also aim to utilise this process to boost employee engagement,
leading to higher productivity and lower turnover rates. When setting performance objectives, it
is important to consider both the priorities of the firm and the individual's needs. This allows for
negotiation and finding a balance that benefits both parties (Moz & Kleiner, 2021). One of the
challenges in fulfilling motivational drives is recognising their existence. A supervisor or team
leader may need to assume the role of a coach, guiding employees to discover and understand
their own motivations and how they can find fulfillment in their work. Once employees have
identified engagement objectives, they can proceed with integrating them into a comprehensive
development plan. In any authentic negotiation, it is important for the leader to demonstrate
creativity and focused effort in order to meet the needs of both the team and the employees. This
responsibility falls on the leader's shoulders. The effort will be well worth it when the plan is
successful, as all parties will benefit. Recognising value is also crucial in the workplace.
Undoubtedly, values such as a thirst for adventure, a preference for stability, or a commitment to
family can have a significant impact on both career choices and attitudes toward one's job.
According to Moz & Kleiner (2021), the initial step towards integrating personal and
professional development is to have a clear understanding of one's values. However, just like
understanding the factors that influence intrinsic motivation, recognising one's own values can
also be quite challenging. Leaders and managers can effectively address the issue by placing a
strong emphasis on the significance of values in their work. Setting an example is a highly

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effective method for influencing the behaviour of followers. Leaders who
openly share their own values and provide explanations for how they developed those values
greatly encourage their followers to do the same. The process of recognising values and
identifying the aspects of work that provide intrinsic motivation can be closely linked at an
individual level. Additionally, it is crucial for organisations to develop and express their values.
Just like individuals, organisations also have values that represent a collective understanding of
what is most important and how to achieve their goals. These values are apparent in various
aspects, such as the company's strategy, the conduct of its leaders, and the overall organisational
culture. Culture is formed through a collective understanding of what is effective and includes
various elements such as processes, rewards, artefacts, and behavioural norms. These factors all
impact how employees interpret the guidelines for achieving success (Moz & Kleiner, 2021).

2.5 Leadership in fostering a Culture of Engagement in teams

Building employee engagement must become an integral part of accomplishing work tasks. In
today's competitive business environment, leaders are facing challenges in developing a business
climate that reflects a culture of engagement. In order to cultivate a culture of engagement,
organisational leaders should focus on creating a business environment where employees feel
valued, engaged, and empowered (Frankel, Leonard, & Denham, 2006). McGregor's Theory X
and Theory Y are concepts that have a connection to team building. Theory Y emphasises the
active and supportive nature of team members in a work environment, as well as their ability to
find the work itself rewarding. On the contrary, when it comes to team building for Theory X,
managers often tend to adopt a "command and control" approach to managing their teams.

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References
Ammeter, A. P., & Dukerich, J. M. (2002). Leadership, team building, and team member
characteristics in high performance project teams. Engineering management journal, 14(4), 3-10.
Bans-Akutey, A., & Tiimub, B. M. (2021). The Effect of Leadership Styles on the Dynamics of a
Group. Academia Letters, 1-6.
Fisher, R. (2000). Sources of conflict and methods of conflict resolution. International Peace
and Conflict Resolution, School of International Service, The American University, 1965, 1-6.
Frankel, A. S., Leonard, M. W., & Denham, C. R. (2006). Fair and just culture, team behavior,
and leadership engagement: The tools to achieve high reliability. Health services research,
41(4p2), 1690-1709.
Guttman, H. M. (2004). The leader's role in managing conflict. Leader to Leader, 2004(31), 48-
53.
Halevy, N. (2008). Team negotiation: Social, epistemic, economic, and psychological
consequences of subgroup conflict. Personality and Social Psychology Bulletin, 34(12), 1687-
1702.
Hirtz, P. D., Murray, S. L., & Riordan, C. A. (2007). The effects of leadership on
quality. Engineering management journal, 19(1), 22-27.
Kazimoto, P. (2013). Analysis of conflict management and leadership for organizational
change. International journal of research in social sciences, 3(1), 16-25.
McKibben, L. (2017). Conflict management: importance and implications. British Journal of
Nursing, 26(2), 100-103.
Moz, E., & Kleiner, B. H. (2021). Motivating high-performance teams. Industrial
Management, 63(2).
Wang, J., & Zhang, J. (2015). A win–win team formation problem based on the
negotiation. Engineering Applications of Artificial Intelligence, 44, 137-152.

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