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For instance, both leader self-knowledge and self-consistency have been shown to act as antecedents for authentic leadership (the former being a static process of understanding one's own strengths and weaknesses and the latter consistency between their values, beliefs, and actions). This relates to the key components of authentic leadership ...
Organizational conflict, or workplace conflict, is a state of discord caused by the actual or perceived opposition of needs, values and interests between people working together. Conflict takes many forms in organizations. There is the inevitable clash between formal authority and power and those individuals and groups affected.
There are a number of antecedents of intragroup conflict. While not an exhaustive list, researchers have identified a number of antecedents of intragroup conflict, including low task or goal uncertainty, [5] increased group size, [6] increased diversity (i.e., gender, age, race), [7] [8] lack of information sharing, [9] and high task interdependence.
Managing complex business models effectively depends on leadership that can make dynamic decisions, build commitment to specific visions and goals, learn actively at multiple levels, and engage conflict. [11] On the group level of analysis, scholars have examined how team members affect leadership actions in the promotion of ambidexterity.
Conflict management is the process of limiting the negative aspects of conflict while increasing the positive aspects of conflict in the workplace. The aim of conflict management is to enhance learning and group outcomes, including effectiveness or performance in an organizational setting. Properly managed conflict can improve group outcomes.
Commonly studied antecedents of OCB are job satisfaction, perceptions of organizational justice, organizational commitment, personality characteristics, task characteristics, and leadership behavior. These antecedents have been analyzed at both the overall and individual OCB levels. One of the most intuitive antecedents of OCB is job satisfaction.
Researcher Thomas K. Capozzoli (1995) classified conflicts by whether the outcome was constructive or destructive. Conflicts are constructive when people change and grow personally from the conflict; the conflict results in a solution to a problem; the involvement of everyone affected by the conflict is increased; the team becomes more cohesive.
Burns shifted the focus of leadership studies from the traits and actions of great men to the interaction of leaders and their constituencies as collaborators working toward mutual benefit. [8] He was best known for his contributions to the transactional, transformational, aspirational, and visionary schools of leadership theory.