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Leaders in Conflict: Competative Orientation in the Structural Change Model.
LEADERS IN CONFLICT: COMPETITIVE ORIENTATION Leaders ...
Submitted by hast1066 on March 5, 2008
Category: Psychology
Words: 3705 | Pages: 15
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LEADERS IN CONFLICT: COMPETITIVE ORIENTATION
Leaders in Conflict: Competitive Orientation in the Structural Change Model
Paul Olsen
Teacher's College
Columbia University
Introduction
The question concerning the conflict in existence between my battalion commander and the other company commanders of his unit have troubled me since I changed command on 10 May 2007. I had hoped to make sense of why he behaved and lead in the manner that he did, but I have been unable to reconcile the leadership style or his personality when I compare it to my own or the personalities of the other company commanders. According to the dual concern model (Blake & Mouton, 1964; Fillery, 1975; Rahim, 1983, 1986; Thomas, 1976) implies that conflict style is determined by two independent variables of self-concern and other-concern. Pruitt and Carnevale (1993) define conflict style as the manner in which a person most commonly deals with conflict. I had assumed he exhibited those directive and micromanaging behaviors due to the complex, ambiguous, high stress environment of Baghdad, Iraq following the Samarra bombings of February 2006. This is consistent with a person who exhibits a high-degree of self-concern and seeks to resolve conflicts through contending and problem solving instead of employing yielding or avoiding strategies.
Although company commanders and battalion task organization changed several times, the low level of mutual trust, respect and confidence between the leader and the subordinates remained constant due to the battalion commander's autocratic style and desire to control a situation. LTC Archer's conflict resolution style remained remarkably consistent and took on the characteristics of a self-fulfilling prophecy during the deployment, validating Deutsch's Crude Law of Social Relations (1973). Deutsch assumes that if we understand the effects of a process, we have knowledge of what conditions...
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