ENTREP 8: ENTREP LEADERSHIP IN AN ORGANIZATION || Module Content||Lesson:

Module 3

Course Learning At the end of the course, students are expected to:
Outcomes  Determine the ways of Communicating, negotiating and Resolving Conflict in
the movie “We were Soldiers”
 Discuss the Strategic Leadership

Evidence of The teacher will facilitate the following assessment:

Learning/
Assessment Tools 1. Minute Paper / Muddiest Point (Activation of Prior Knowledge)
2. Socratic questioning
3. Illustration work
4. Learning by Doing
5. Discussion
6. Brain Writing
7. Quiz

Topics (Coverage) This module covers the following topics:

 Communicating, negotiating and Resolving Conflict
 Strategic Leadership

Target Participants This course is offered to the first year students taking up Bachelor of Science in
Entrepreneurship with Specialization in Microfinance.

Learning Time: Module 3

Means for Learner Students may contact teacher for assistance and guidance to the following links:
Support Email: gonobutchcarlo@gmail.com
Messenger: butchgono@yahoo.com
Mobile No.:09264282731

Summative For overall assessment of this module, the student will create and discuss Rubrics/Standa
Assessment their own value chain and will take long quiz to validate their learning. rds

(See Module
Instructions)

INTRODCUTION:

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A new day has come with so many new opportunities for you. Grab them all and make the best out of your day. Here’s
me wishing you a blessed day everyone!

Welcome to your Entrep 8: Entrepreneurial Leadership course, where you will learn big picture of management
concepts, processes and techniques as practiced today in business, industry, and government.

Together, let’s discover the art of getting people together on a common platform to make them work towards a
common predefined goal.

Have bundle of patience and enjoy this brand new learning journey! 

Icon Used in this module

Activate your prior knowledge

*You can type this and send a soft copy to my email or write in yellow pad or bond paper.

Welcome to Module 1 of your course TRACK 1: Product Research and Development

Title: Teamwork

Our objectives for this topic are the following:

At the end of the course, students are expected to:

 Determine the ways of Communicating, negotiating and Resolving Conflict in the movie “We
were Soldiers”
 Discuss the Strategic Leadership

Acquire new knowledge

Introduction
(Suggestion: This guide will be easier to follow if you think about a specific negotiation or conflict situation you have
recently been involved in.)

In the course of a week, we are all involved in numerous situations that need to be dealt with through
negotiation; this occurs at work, at home, and at recreation. A conflict or negotiation situation is one in which there is
a conflict of interests or what one wants isn't necessarily what the other wants and where both sides prefer to search
for solutions, rather than giving in or breaking-off contact. Few of us enjoy dealing with with conflicts-either with
bosses, peers, subordinates, friends, or strangers. This is particularly true when the conflict becomes hostile and when
strong feelings become involved. Resolving conflict can be mentally exhausting and emotionally draining. But it is
important to realize that conflict that requires resolution is neither good nor bad. There can be positive and negative
outcomes as seen in the box below. It can be destructive but can also play a productive role for you personally and for
your relationships-both personal and professional. The important point is to manage the conflict, not to suppress
conflict and not to let conflict escalate out of control. Many of us seek to avoid conflict when it arises but there are
many times when we should use conflict as a critical aspect of creativity and motivation.

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You will be constantly negotiating and resolving conflict throughout all of your professional and personal
life. Given that organizations are becoming less hierarchical, less based on positional authority, less based on clear
boundaries of responsibility and authority, it is likely that conflict will be an even greater component of organizations
in the future. Studies have shown that negotiation skills are among the most significant determinants of career
success. While negotiation is an art form to some degree, there are specific techniques that anyone can learn.
Understanding these techniques and developing your skills will be a critical component of your career success and
personal success.

Major Causes of Conflict

Opposing interests (or what we think are opposing interests) are at the core of most conflicts. In a modern complex
society, we confront these situations many times a day. The modern organization adds a whole new group of potential
causes of conflict that are already present:

 competition over scarce resources, time

 ambiguity over responsibility and authority:
 differences in perceptions, work styles, attitudes, communication problems, individual differences
 increasing interdependence as boundaries between individuals and groups become increasingly blurred
 reward systems: we work in situations with complex and often contradictory incentive systems
 differentiation: division of labor which is the basis for any organization causes people and groups to see situations
differently and have different goals
 equity vs. equality: continuous tension exists between equity (the belief that we should be rewarded relative to our
relative contributions) and equality (belief that everyone should receive the same or similar outcomes).

The Five Modes of Responding to Conflict It is useful to categorize the various responses we have to conflict in terms
of two dimensions:

1. how important or unimportant it is to satisfy our needs and

2. how important or unimportant it is to satisfy the other person's needs.

Answering this questions results in the following five modes of conflict resolution. None is these is "right" or
"wrong". There are situations where any would be appropriate. For example, if we are cut off driving to work, we may
decide "avoidance" is the best option. Other times "avoidance" may be a poor alternative. Similarly, collaboration may
be appropriate sometimes but not at other times.

Competition: Distributive (win-lose) bargaining

Satisfying your needs is important; satisfying the other's needs isn't important to you

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Collaboration: Integrative (win-win)

Satisfying both your needs and the other's needs is important

Compromising:

Satisfying both your needs and the other's are moderately important

Avoiding:

You are indifferent about satisfying either your needs or the other's needs: no action is likely

Accommodating:

Simply yield (it doesn't matter to you and it matters to the other person)

In general, most successful negotiators start off assuming collaborative (integrative) or win-win negotiation.
Most good negotiators will try for a win-win or aim at a situation where both sides feel they won. Negotiations tend to
go much better if both sides perceive they are in a win-win situation or both sides approach the negotiation wanting to
"create value" or satisfy both their own needs and the other's needs.

We will focus on the two most problematic types: Collaborative (integrative) and Competitive (Distributive).

Of the two the more important is Collaborative since most of your negotiation and conflict resolution in your
personal and professional life will (or should) be of this nature. This is because most negotiation involves situations
where we want or need an on-going relationship with the other person. While it is important to develop skills in
"competitive" bargaining (eg. when buying a car), or skills that allow us to satisfy our concerns while ignoring the
other's goals, this approach has many negative consequences for both our personal lives and for our professional
careers especially if we are to have an on-going relationship with the other person..

The key to successful negotiation is to shift the situation to a "win-win" even if it looks like a "win-lose"
situation. Almost all negotiation have at least some elements of win-win. Successful negotiations often depend on
finding the win-win aspects in any situation. Only shift to a win-lose mode if all else fails.

Reducing Conflict that Already Exists Organizations also take steps to reduce conflict. The following list
suggests some of these ways:

 physical separation
 hierarchy (the boss decides)
 bureaucratic approaches (rules, procedures)
 integrators and third-party intervention
 negotiation
 rotating members
 interdependent tasks and superordinate goals ("We are all in this together...")
 intergroup and interpersonal training

Rational vs. the Emotional Components of Negotiation

All negotiations involve two levels: a rational decision making (substantive) process and a psychological (emotional)
process. The outcome of a negotiation is as likely to be a result of the psychological elements as it is the rational
element. In most cases, the failure of two people to reach the "optimal" resolution or best alternative stems from
intangible factors such as:

Psychological Factors that will affect negotiations

 how comfortable each feels about conflict

 how each perceives or mis-perceives the other

 the assumptions each makes about the other and the problem

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 the attitudes and expectations about the other

 the decisions each makes about trust, about how important "winning" is, how important it is to avoid conflict, how
much one likes or dislikes the other; how important it is to "not look foolish."

Understanding the "rational" part of the negotiation is relatively easy. Understanding the "psychological"
part is more difficult. We need to understand ourselves and our opponents psychologically. Failure to understand
these psychological needs and issues is at the root of most unsuccessful negotiations.

This is made more difficult because norms in most organizations discourage open expression of negative
personal feeings. Thus intense emotional onflicts are often expressed and rationalized as substnative issues. People
often drum up disagreements on trivial issues to provide justification for an emotional conflict with another
individual (Ware and Barnes).

Planning for the Negotiation

Before the negotiation it is helpful to plan. Know whether you are in a win-win or win-lose situation.

Be sure of your goals, positions, and underlying interests. Try to figure out the best resolution you can
expect, what is a fair and reasonable deal and what is a minimally acceptable deal. What information do you have and
what do you need. What are your competitive advantages and disadvantages. What is the other's advantages and
disadvantages. Give some thought to your strategy.

It is very important to be clear on what is important to you. Be clear about your real goals and real issues and
try to figure out the other person's real goals and issues. Too many negotiations fail because people are so worried
about being taken advantage of that they forget their needs. People who lose track of their own goals will break off
negotiations even if they have achieved their needs because they become more concerned with whether the other side
"won."

It is helpful to have a min-max strategy. Have a "walk-away" position. When entering a negotiation or
conflict resolution, make sure you have already thought about answers to these questions: Planning for the
negotiation: The min-max approach

1. What is the minimum I can accept to resolve the conflict?

2. What is the maximum I can ask for without appearing outrageous;
3. What is the maximum I can give away?
4. What is the least I can offer without appearing outrageous?
5. Try to predict the answers the other person will have to these questions

It is important to know your competitive advantage-your strongest points. Also you need to know the
advantages to the other's argument. Similarly, know your weaknesses and the other's weaknesses.

3 Negotiation Strategies for Conflict Resolution

Reach a peaceful end to your dispute by following these proven negotiation and conflict resolution strategies

When a dispute flares up and conflict resolution is required, the outcome can be sadly predictable: the
conflict escalates, with each side blaming the other in increasingly strident terms. The dispute may end up in
litigation, and the relationship may be forever damaged.

Facilitating Conflict Resolution Processes with Negotiation Skills

The following three negotiation strategies for conflict resolution from the realm of business negotiation can help
parties mend their partnership, avoid the expense of a lawsuit, and even create value.

1. Avoid being provoked into an emotional response.

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Negotiators make several “moves” to question each other’s legitimacy and assert their own power, write
Deborah M. Kolb and Judith Williams in their book Everyday Negotiation: Navigating the Hidden Agendas in
Bargaining. This “shadow negotiation,” which takes place under the surface, helps to explain why discussions of
concrete, seemingly rational issues can lead to angry outbursts, hurt feelings, and simmering conflict (see also, How
Emotions Affect Your Negotiating Ability).

Here are a few examples. First, a negotiator may challenge your competence or expertise—for example, by
saying you don’t have the experience to perform a particular task. Second, someone might demean your ideas in a way
that it makes it difficult for you to respond, perhaps by saying, “You can’t be serious!” Finally, a coworker might
criticize your style with a line such as “Stop being so sensitive.”

By challenging, demeaning, and criticizing you, the other party (whether consciously or not) may be
attempting to provoke you into an emotional response that will shift the balance of power in their favor.

How can you defend yourself against such moves without being accused of overreacting? Kolb and Williams
suggest several responses, which they call “turns”:

Interrupt the move by taking a break, which should give everyone time to gain control of their emotions, in
addition to halting any momentum that is going against you.

Try naming the move; that is, let your coworker know that you recognize it as a power play. If someone says,
“You can’t be serious!” you might respond, “Actually, I’m quite serious. Instead of cutting me off, how about if you
give me a chance to clarify my plan?”

Correct the move, substituting the other side’s negative remarks with a more positive interpretation. If a
coworker incorrectly blames you for a decision that went wrong, provide him or your boss with hard evidence of the
facts.

Divert the move by shifting the focus back to the issue at hand. To the person who criticizes you as overly
sensitive, you could say, “I think it’d be best if we avoid personal judgments and concentrate on the proposal.”

2. Don’t abandon value-creating strategies.

Negotiators who understand the importance of collaborating with one another to create value nonetheless
often abandon that approach during dispute resolution. Treating disputes as different from other aspects of
dealmaking, they tend to view business dispute resolution as a zero-sum game—one in which only a single issue (such
as money) is at stake. Consequently, they tend to look at the dispute resolution process as a win-lose battle, to their
detriment.

By contrast, you should be able to find the same set of value-creation opportunities in disputes as you do in
deals. For example, try to capitalize on shared interests, or noncompetitive similarities, recommend Harvard Law
School professor Robert C. Bordone and University of Oregon professor Michael L. Moffitt. If both parties would
likely suffer reputational damage if their dispute went public, then they might agree to keep certain aspects of their
dispute resolution process confidential. Reaching agreement on seemingly peripheral issues can help parties build a
foundation of trust and optimism that enables them to collaborate to resolve the main sources of their conflict.

Disputants may also be able to create value by trading on their differing preferences and priorities (see also,
Integrative Negotiations, Value Creation, and Creativity at the Bargaining Table). Suppose Party A places a high value
on receiving a formal apology from Party B. Party B might be willing to grant the apology in exchange for a lower
settlement payment to Party A. Through such tradeoffs, negotiators can increase the odds of a peaceful and lasting
resolution.

3. Use time to your advantage.

The perceptions we hold about the dispute resolution process may change over time as a result of our
experiences dealing with the conflict and with the other party. For example, a couple that endures a rancorous divorce
might grow more cooperative over time for the sake of their children. Rather than viewing your dispute as
permanently intractable, try to view it as being constantly in flux.

It helps to remain in contact with the other party during dispute resolution, recommends Tufts University
professor Jeswald Salacuse. Doing so may allow you to encourage them that your existing approaches to the conflict

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resolution are not working and that the prospect of negotiating offers some hope of improvement. When parties
recognize the importance of meeting regularly, they may be able to slowly work through their differences.

Another reason time can be your friend in dispute resolution? The departure of divisive leaders on one side
of the conflict or the other can offer new hope for resolution after some time has passed. Take advantage of such
changes by making a new settlement proposal, working through a mediator or other third party if necessary (see also,
The Right Time to Negotiate).

STRATEGIC LEADERSHIP

Strategic leadership refers to a manager’s potential to express a strategic vision for the organization, or a part
of the organization, and to motivate and persuade others to acquire that vision. Strategic leadership can also be
defined as utilizing strategy in the management of employees. It is the potential to influence organizational members
and to execute organizational change. Strategic leaders create organizational structure, allocate resources and express
strategic vision. Strategic leaders work in an ambiguous environment on very difficult issues that influence and are
influenced by occasions and organizations external to their own.

The main objective of strategic leadership is strategic productivity. Another aim of strategic leadership is to
develop an environment in which employees forecast the organization’s needs in context of their own job. Strategic
leaders encourage the employees in an organization to follow their own ideas. Strategic leaders make greater use of
reward and incentive system for encouraging productive and quality employees to show much better performance for
their organization. Functional strategic leadership is about inventiveness, perception, and planning to assist an
individual in realizing his objectives and goals.

Strategic leadership is a practice in which executives, using different styles of management, develop a vision
for their organization that enables it to adapt to or remain competitive in a changing economic and technological
climate. Strategic leaders are able to use this vision to motivate employees and departments, fostering among them a
sense of unity and direction in order to implement change within their organization.

The main objectives of strategic leadership are to streamline processes, boost strategic productivity, promote
innovation and cultivate an environment that encourages employees to be productive, independent and to push
forward their own ideas. Strategic leaders sometimes make use of reward or incentive programs to encourage
employees and help them reach their goals.

Strategic leadership requires the potential to foresee and comprehend the work environment. It requires
objectivity and potential to look at the broader picture. [p

A few main traits / characteristics / features / qualities of effective strategic leaders that do lead to superior
performance are as follows:

a. Loyalty- Powerful and effective leaders demonstrate their loyalty to their vision by their words and
actions.
b. Keeping them updated- Efficient and effective leaders keep themselves updated about what is
happening within their organization. They have various formal and informal sources of information in the
organization.
c. Judicious use of power- Strategic leaders makes a very wise use of their power. They must play the
power game skillfully and try to develop consent for their ideas rather than forcing their ideas upon others.
They must push their ideas gradually.
d. Have wider perspective/outlook- Strategic leaders just don’t have skills in their narrow specialty but
they have a little knowledge about a lot of things.
e. Motivation- Strategic leaders must have a zeal for work that goes beyond money and power and also they
should have an inclination to achieve goals with energy and determination.
f. Compassion- Strategic leaders must understand the views and feelings of their subordinates, and make
decisions after considering them.
g. Self-control- Strategic leaders must have the potential to control distracting/disturbing moods and
desires, i.e., they must think before acting.
h. Social skills- Strategic leaders must be friendly and social.
i. Self-awareness- Strategic leaders must have the potential to understand their own moods and emotions,
as well as their impact on others.

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j. Readiness to delegate and authorize- Effective leaders are proficient at delegation. They are well
aware of the fact that delegation will avoid overloading of responsibilities on the leaders. They also
recognize the fact that authorizing the subordinates to make decisions will motivate them a lot.
k. Articulacy- Strong leaders are articulate enough to communicate the vision(vision of where the
organization should head) to the organizational members in terms that boost those members.
l. Constancy/ Reliability- Strategic leaders constantly convey their vision until it becomes a component of
organizational culture.

To conclude, Strategic leaders can create vision, express vision, passionately possess vision and persistently
drive it to accomplishment.

Strategic leadership process

Leaders must first understand their organization's mission in order to be strategic. This means fully grasping why the
company exists, who its customers are and how exactly it can provide value for them.

Then, strategic leaders need to create a vision of what that mission will look like at a specified time in the future.

Finally, leaders must craft a strategy to put that vision into action. The strategy should map out the steps a company
needs to take or the changes it needs to make in order to get from its current state to its desired state.

Strategic leadership skills and characteristics

Strategic leaders ideally have the ability to challenge prevailing viewpoints without provoking significant
pushback, to see the big and small picture at the same time, to adapt to marketplace changes and take advantage of
new opportunities, to make difficult decisions, to balance an analytical perspective with the human dimension of
strategy building, and to advocate for and engage with employees.

Key traits of an effective strategic leader include loyalty to the organization's vision, judicious use of power,
transparency, effective communication, problem-solving, readiness to delegate, passion for their job, compassion, and
empathy for others and self-awareness.

According to Harvard Business Review, strategic leadership competencies include six essential skills:

1. Anticipate: Collect information from a wide range of sources both inside and outside your company's
industry or function to predict competitors' moves and reactions to new initiatives or products.
2. Challenge: View and reframe a problem from multiple angles to understand its underlying causes.
3. Interpret: Exhibit curiosity and openness when testing several working hypotheses and involve others
before coming to any conclusions.
4. Decide: Weigh long-term investments for growth with short-term pressure for results, as well as the risks
and tradeoffs for customers and other stakeholders, when making decisions.
5. Align: Examine stakeholders' incentives and tolerance for change and identify conflicting interests.
6. Learn: Convey stories of success and failure to advocate learning. Course-correct decisions after they have
been made if there is refuting evidence.

Strategic leadership vs. other classifications of leadership

Most large-scale organizations have three defined leadership classifications: strategic, organizational and
production/action-orientated. Strategic leadership consists of the top-level executives responsible for the broad, long-
term strategic direction of an organization.

Organizational leadership is made up of the midlevel leaders responsible for implementing near- and
midterm goals and for developing the plans and processes used by the lower levels.

Production or action-oriented leadership is completed by the low-level leaders who have little
discretion about the decisions they make and the procedures they use. Production leaders can still improvise in their
positions, but they rarely invent because consistency is an important part of meeting their individual goals.

Operational leadership is another distinct classification. Whereas strategic leadership involves creating
an organization's overall vision and the means to achieve it, operational leadership ensures that organizational
processes are executed properly on a day-to-day basis. Operational leaders monitor performance, deal with

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constraints, and ensure that employees understand what needs to be done and that they have the authority,
knowledge and skills to complete these tasks.

Ready for the drill? Let’s have an application activity!

Assessment #1
Conflict Management Styles Assessment Please CIRCLE ONE response that best describes you. Be honest, this survey
is designed to help you learn about your conflict management style. There are no right or wrong answers!
Name ________________________ Date _____________________

Scoring the Conflict Management Styles Assessment As stated, the 15 statements correspond to the five conflict
management styles. To find your most preferred style, total the points for each style. The style with the highest score
indicates your most commonly used strategy. The one with the lowest score indicates your least preferred strategy.

However, all styles have pros and cons, so it’s important that you can use the most appropriate style for each conflict
situation.

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Style Corresponding Statements: Total:

Collaborating (questions 1, 5, 7): _______

Competing: (questions 4, 9, 12): _______
Avoiding: (questions 6, 10, 15): _______
Accommodating: (questions 3, 11, 14): _______
Compromising: (questions 2, 8, 13) _______

My preferred conflict management style is: _____________________________________________

The conflict management style I would like to work on is: ___________________________________

How can I practice this conflict management style?

________________________________________________________________________________
________________________________________________________________________________
________________________________________________________________________________

Brief Descriptions of the Five Conflict Management Styles

Keep in mind that one style of conflict management is not necessarily better than another; each style has
pros and cons, and each can be useful depending on the situation. This assessment is intended to help you identify
your typical response to conflict, with the goal that when you encounter future conflicts, you will be aware of not only
your instinctive reaction, but also the pros and cons of that reaction for the specific situation. Furthermore, you will
also be aware of the other styles of conflict management that you could draw on to resolve the situation, if one of the
other styles is more appropriate for the current situation.

Assessment #2: Essay

1. Discuss the difference between the Strategic Leadership and other Classification of Leadership
__________________________________________________________________________
__________________________________________________________________________

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__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
_________________________________

References and Supplementary Materials

Books and Journals

1."Organizationalculture". BusinessDictionary.com. Retrieved 2019-08-11.
2.    ^  Ravasi, D.; Schultz, M. (2006). "Responding to organizational identity threats: Exploring the role of
organizational culture". Academy of Management Journal. 49(3): 433–
458. CiteSeerX 10.1.1.472.2754. doi:10.5465/amj.2006.21794663.
3.     ^ Schein, Edgar H. (2004). Organizational culture and leadership (3rd ed.). San Francisco: Jossey-Bass.
pp. 26–33. ISBN 0787968455. OCLC 54407721.
4.     ^ Schrodt, P (2002). "The relationship between organizational identification and organizational culture:
Employee perceptions of culture and identification in a retail sales organization". Communication
Studies. 53 (2): 189–202. doi:10.1080/10510970209388584.
5.     ^ Jump up to:a  b  c Schein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San
Francisco, CA: Jossey-Bass. pp. 9.
6.     ^ Jump up to:a  b  c  d  Deal T. E. and Kennedy, A. A. (1982, 2000) Corporate Cultures: The Rites and Rituals
of Corporate Life, Harmondsworth, Penguin Books, 1982; reissue Perseus Books, 2000
7.     ^ Jump up to:a  b  c Kotter, J. P.; Heskett, James L. (1992). Corporate Culture and Performance. New York:
The Free Press. ISBN 978-0-02-918467-7.
 
Congratulations for completing this Module!!

Now, give yourself two big thumbs up for your effort.

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