core for this survey: 

20 out of 20
Submitted Apr 26, 2020, at 6:23pm
This attempt took 263 minutes.
 
Question 1
Concerning conflict styles, what were your scores for each of the five conflict style dimensions -
(Accommodating,  Compromising,  Integrating, Avoiding, and Dominating)? Do you agree with
this assessment?  Why or why not?
Your Answer:
Accommodating= 5.66
Compromising= 4.74
Integrating= 3.6
Avoiding= 7
Dominating= 1.8
 
Question 2
Provide an example from the life  of your experience with this conflict style (either using the
technique yourself or as employed by someone else in a conflict situation).
Your Answer:
As a shift supervisor, I have encountered many conflict situations. I have handled these conflict
situations but compromised with the other person. In my opinion, compromising is a massive
step toward resolving conflict. When you and the other person are trying to find a middle ground,
courage and consideration must be used. I have had disagreements with another shift supervisor
at my store. The most recent dispute was over our discussion about micromanagement; I had
received complaints from a few baristas about her micromanaging, making them anxious. I
discussed with her to explain the bigger picture, negotiate the more significant points and let not-
so-more important so more prominent issues. She proceeded to use passive-aggressive tactics,
which is expected. However, after compromising with her and explaining the importance of not
micromanaging, we left the room on good terms. 
 
 
 
Question 3
Discuss one thing that works pretty well about your preferred conflict style; in other words,
what is one advantage for you about it?  Discuss one disadvantage you’ve found in using your
preferred conflict style.  Finally, what specific way could you improve your general approach to
conflict?
Your Answer:
My preferred conflict style is "accommodating," and one thing that works pretty well with my
select conflict style something that is an advantage of that select conflict style would be I tend to
be sensitive to the feelings of others and try to be supportive, kind and nurturing, which makes
me an approachable person, people feel comfortable coming to me with issues. One disadvantage
of this preferred conflict style is that I am easquicklyken advantage of it because my natural
reaction is to avoid the stress of conflict and to appease others, which puts me in a weak position.
One specific way I could improve my general approach to the conflict would be to avoid the
conflict list and approach the situation head-on. I need to develop the wisdom to know what
choices I need to make in certain situations and learn to deal with stress and conflict in more
productive ways.
 
According to the Thomas-Kilmann and Kraybill literature accommodating is an
appropriate form of dealing with conflict when used in the following situations:
 When preserving or building the relationship is more important than winning the
issue.
 When supporting the needs of the other party is feasible, appropriate, and does not
come at a high personal cost.

When a person realizes that they are wrong and that the alternate position is better.

Competing will produce a negative outcome, such as when the other person is in a
position of authority or power.

To help someone learn and grow from the outcome of their decision, even though it
may differ from their own.

To restore harmony during a tense moment or after a disagreement.

When a favorable outcome is unlikely, it is better to end the dispute and move on.

To satisfy a complaint when in the process of providing customer service.
 
Question 4
According to the leadership style self-assessment, what was your Hersey-Blanchard leadership
style (Telling, Selling, Participating, Delegating)?  Do you agree with this assessment?  Why or
why not?
Your Answer:
According to the leadership style self-assessment, my Hersey-Blanchard leadership style was,
Selling. According to Hersey-Blanchard, the leader must spend more time listening and offering
advice, scheduling the follower for additional training if the situation requires it. The primary
focus is to be able to engage the follower so they can move to the next level. In this style of
leadership, there is less "telling" and more "suggesting" by doing so; this leads to more
encouragement and acting as a coach. This particular leadership style motivates the follower to
progress further.
I agree with this assessment because I feel as though I have gained a relationship with many of
my partners, and we have built trust that has slowly developed into encouragement and is
showing in their daily tasks. I have used this style of leadership while training baristas; instead of
telling them to "steam milk this way," I ask, "can I make a suggestion" and because I phrase it
like that, the follower does not feel like "they don't know what they are doing" I am not making
them think incompetent but more so giving them positive feedback.
 
 
 
 
Question 5
Provide examples from your own life where you experienced each of the leadership style-related
behaviors (telling, selling, participating, and delegating).
Your Answer:
Telling: This is the lowest level of leadership style, which is directed to new employees. In my
personal experience at work, as a barista trainer and a supervisor, I have used this training style
before. As a new employee, you do not know about doing specific tasks because you have not
been trained; my job is to spend more time working with my employees, offering them clear
instructions and following up with them.
Selling: I mentioned this example above when describing my leadership style. This leadership
style is less "telling" and more "suggesting" as a trainer; when I am training someone new, I
always say, "can I make a suggestion" instead of "telling" them what to do. By doing this, the
barista feels more encouraged. I am also acting as a "coach" instead of a "boss" in this scenario. 
Participating: Participating addresses the follower who is competent in their job but remains
inconsistent and not fully committed. As a shift supervisor, I have had many learning moments; I
have not been a supervisor long but have been progressing and learning more. There are parts of
my job that I remain inconsistent with, so my store manager educates, supports, and re-educates
me on the things I need more help on. I no longer need detailed instructions, but my store
manager still needs to work with me to ensure that work is being done at the required level.
Delegating: This is the ultimate end goal. You should feel empowered and competent in your
position with little supervision at this level. The follower is committed, motivated, and
empowered. At this phase, you no longer need to compliment the follower when they do
something right, although it is nice to hear a "great job.” You should know that the employee
will go above and beyond beyondhieve excellent results. I train a barista for a week, the first
three days, I teach them and show them how to do things, and I praise them for their
performance; on the last day of training, I say "less" and let them take to ball and roll with it, on
the previous day of training I do not praise them for every single thing that they do right because
I know they are competent enough to do the task on their own.
 
 
 
 
 
Question 6
Review the information regarding Tuckman’s Stages of Team Development model.  Contrast
Hersey-Blanchard’s leadership style with the various stages of team development. Do you see a
connection? Discuss team leadership behaviors that you think would apply to each of Tuckman’s
stages of team development.
 
 
Your Answer:
I see a connection between Tuckman's Team Development Model and Hersey-Blanchard’s
leadership style. 
Hersey-Blanchard leadership style:
 Telling
 Selling
 Participating
 Delegating
Tuckman's Team Development Model:
 Forming
 Storming
 Norming
 Performing
There is a similarity between the two; they both have four levels. Here are the appropriate
behaviors for each of Tuckman's Team Development models.
Forming: Team members can prevent or solve problems in the team's progress. You will notice
that a "can do" attitude is visible, and people are offering assistance to one another. The
differences among members are appreciated and used to enhance the team’s performance.
Storming: Behavior in this stage is less polite; frustrations or disagreements regarding goals and
expectations, roles, and responsibility are expressed openly. During this stage, team members
might argue and become critical of the team’s original mission and goals. 
Norming: During this stage, members try to resolve problems and achieve group peace. There is
also more frequent and meaningful communication among team members and an increased
willingness to share ideas and ask for help when needed.
Performing: Team members feel motivated and have a positive outlook. They take pleasure in
their team’s success and have developed a "we" versus an "I" orientation. The group is more
open and has developed a higher level of support for one another and a higher level of trust.
 
Question 7
Concerning the LMX instrument, what were your scores on each dimension (Linking, Loyalty,
Contribution, Professional Respect)?  Based on these results, what transformational leadership
behaviors do you exhibit (or have you experienced in a leader/follower relationship) that are
most relevant concerning someone seeking to be an effective transformational leader?
Your Answer:
Concerning the LMX instrument, my scores on each dimension are the following:
Linking: 6
Loyalty: 9
Contribution: 8
Professions Respect: 9
I believe I take on a "performing" leadership behavior based on these results. I have experienced
this leadership as a leader. I come to work every day with a "can-do" attitude, and I always offer
my assistance to other team members. I am constantly looking for ways to coach them and help
develop them into the next step of their job; if they want a promotion, I seek ways to help them
get there. I find every opportunity to celebrate my team members’ accomplishments, both in and
outside the workplace, and I am consistently improving team development. I know that in the
"performing" stage, the team still needs to focus on both process and product. As a shift
supervisor, I have seen people come and go, this can cause a change in dy in the store and the
external environment, and tially lead my team back to the previous stage. However, if I
recognize and address the issue directly, my team will remain in the performing stage.

Survey Score: 20 out of 20