MEM 5235 E

Leadership
Skills

Session 3
Negotiation and
Managing Conflict
Negotiation and Managing Conflict

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Interpersonal Skills –
Managing Conflict
• Types of Conflicts
• Sources of Conflicts
• Conflict Management

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Position the management essential skills diagram

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Types of Conflict

FOCUS OF CONFLICT

Source: Developing Management Skills, 2020, David Whetten, Kim Cameron, p313
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Four Sources of Interpersonal Conflict

1 2 3 4
Personal Informational Role Environmentally
Differences Deficiencies Incompatibility Induced Stress

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Two Dimensional Model of Conflict Behaviour

Source: Developing Management Skills, 2020, David Whetten, Kim Cameron, p317
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Which Approach
is Best?
While we are predisposed
to one approach, no single
approach is the best;
effective managers use a
variety of approaches.

MBA 5235 LEADERSHIP SKILLS// SESSION 3

 Respondents’ Effective Use of Clarifying Questions
Conflict
Resolution
From To

General Specific
Evaluative Descriptive
Motives and Reasons Actions and Consequences

Source: Developing Management Skills, 2020, David Whetten, Kim Cameron, p326
MBA 5235 LEADERSHIP SKILLS// SESSION 3
Model of Conflict Management
Diagnosis Selection Implementation Outcome

Type (Source)
of conflict
Conflict Collaborative
Dispute
management problem-solving
resolution
approach process
Situational
considerations

Personal
preferences

Adapted from: Developing Management Skills, 2020, David Whetten, Kim Cameron, p331
MBA 5235 LEADERSHIP SKILLS// SESSION 3
Selecting the Right Strategy
Two Perspectives on Negotiation:

Distributive: Integrative:
“Dividing up a fixed pie” “Expanding the pie”

MBA 5235 LEADERSHIP SKILLS// SESSION 3

 Select your conflict management approach
Situational based upon:
Considerations
Issue importance

Relationship importance

Relative power

Time constraints

MBA 5235 LEADERSHIP SKILLS// SESSION 3

A ‘Default
Strategy’
Of all the approaches,
collaboration
generally yields the
best outcomes;
however, it is also
the most difficult
to implement.

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Framework for
Collaborative • Establish overarching goals.
• Separate the people from the problem.
Problem • Focus on interests, not positions.
Solving • Invent options for mutual gains.
• Use objective criteria for evaluating
alternatives.
• Define success in terms of real gains, not
imaginary losses.

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Four Phases of 1 2
Collaborative Problem Solution
Problem Identification Generation
Solving

3 4
Action Plan Formulation Implementation
and Agreement and Follow Up

MBA 5235 LEADERSHIP SKILLS// SESSION 3

 Phase 1: Problem Identification

Initiator Responder Mediator’s Role

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Phase 2: Solution
Generation
Initiator
• Focus on commonalities.

Responder
• Ask for suggestions.

Mediator
• Mediator - Explore options by
focusing on interests, positions;
create agreement on action plan
and follow up

MBA 5235 LEADERSHIP SKILLS// SESSION 3

What are the
Ten Mistakes
to Avoid as a
Mediator?

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Applied Lessons
in Leadership
• Case study
• Role model leading
• Failings, crisis and cover up

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Team Readiness

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Featured Case
Someone Stop
the Radio Star:
Jian Ghomeshi and the CBC

Our focus today is on Ghomeshi's

workplace behaviour and not assault
allegations related to his personal life.

Source: https://leaderswedeserve.blog/2013/10/15/thomas-cook-harriet-green-takes-on-a-historic-culture/
MBA 5235 LEADERSHIP SKILLS// SESSION 3
Leadership Framework

Competencies

Leadership Character People Organizational Commitment

• Traits Competencies Competencies • Aspiration
• Values • Engagement
INTELLECT
• Sacrifice
• Virtues
Business Strategic
Competencies Competencies

Gandz, J., Crossan, M., Seljts, G., Stephenson, C. (2010). Leadership on Trial: a manifesto for leadership
development.London, ON., Canada. Ivey Publishing. September 2010.
MBA 5235 LEADERSHIP SKILLS// SESSION 3
Role Model Leading:
Motivation

Source: “Leadership Run Amok”, Scott Spreier, Mary Fontaine, Ruth Malloy, Harvard Business Review,
June 2006

MEM 5231 PRINCIPLES OF MANAGEMENT AND LEADERSHIP // WEEK 3

Role Model Leading: Character

Source: Transformational change and leader character Gerard H. Seijts *, Jeffrey Gandz Ivey Business School,
Western University
MBA 5235 LEADERSHIP SKILLS// SESSION 3
Role Model Leading: Character
Virtue Good Organizational Outcomes (Virtue is present) Bad Organizational Outcomes (Virtue is absent)
Quality decisions, calculated risk-taking, commitment, support, Lack a balanced assessment of the issues leading to misinformed
Judgment trust. decisions, confusion, resistance to change.
Social responsibility, good employee relations, understanding, Misses critical social implications of decisions and actions. Alienation
Humanity support. of followers, lack of respect for leader.
Use diversity, good employee relations, fairness, organizational Inequities not identified and managed thereby eroding trust.
Justice citizenship behaviors. Favoritism, nepotism.
Decisions made under conditions of uncertainty, confidence to act, Going along with poor decisions. Satisficing rather than maximizing.
Courage opposition to potentially bad decisions, innovation. Moral muteness.
Teamwork, use diversity, cross-enterprise value-added, innovation, Individualism alienates potential allies. Poor understanding of
Collaboration learning, affiliation, confidence. decisions, friction, conflict.
Ownership and commitment to decisions and their execution Failure to deliver results and typically creates excuses for why not.
Accountability Shirking of responsibility.
Continuous learning, quality decisions. Respect, trust. Ego driven behavior, selective listening, difficulty admitting error or
Humility failure. Arrogance, overconfidence, complacency, hubris.
Builds trust, reduces uncertainty, develops partnerships and Creates mistrust, requires firm guarantees, slows down action,
Integrity alliances, promotes collaboration and cooperation undermines partnerships and alliances, reduces cooperation and
collaboration.
Quality decisions, reduced risk. Short-termism, Inability to see the possible constraints, instant
Temperance gratification.
Focus on superordinate goals, big-picture thinking, strive for Narrow aims, little inspiration, tunnel vision.
Transcendence excellence.

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Quick Team Poll
Who has had a job where you
had very little power?
▸ What did that feel like?

Who had a job with low job

security?
▸ What did that feel like?

MBA 5235 LEADERSHIP SKILLS// SESSION 3

 GR6

The Action…The
Impact…The Fix
What happened,
what damage did it
do, and how can it
be prevented?

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Slide 27

GR6 alt tag

Gisèle Richard, 2021-05-11
How is DISTRIBUTIVE PROCEDURAL INTERACTIONAL

organizational JUSTICE
Equity
JUSTICE
Policies
JUSTICE
Interpersonal
injustice seen to Equality Procedures Treatment

arise with each Needs Processes

action / outcome? Outcome/decision System Relationship

satisfaction
Satisfaction Satisfaction

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Voicing Your Values
Why did the “Q” employees
unite for the Red Sky
presentation?
What risks did they take in
doing so?
What else could they have
done?

MBA 5235 LEADERSHIP SKILLS// SESSION 3

The Power
Differentials
How did it go on for
so long?

Decision
What would you do?

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Take Aways

MBA 5235 LEADERSHIP SKILLS// SESSION 3

 INTEGRITY TRANSCENDENCE
Character Failings,
HUMANITY COLLABORATION Crisis and Cover-Up
• Impact of injustice
COURAGE TEMPERANCE
• Voicing Values
JUDGMENT HUMILITY • Crisis Test
• Character
ACCOUNTABILITY JUSTICE

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Everyone a Leader
Leadership Competency Model

Source: G. J. Curphy, K. Louiselle, and S. Bridges, Talent Assessment Overview: 360-Degree Feedback Report
(Eagan, MN: Advantis Research & Consulting, 2003).
MBA 5235 LEADERSHIP SKILLS// SESSION 3
Everyone a Leader
Leadership Development Model

MBA 5235 LEADERSHIP SKILLS// SESSION 3

Homework

MBA 5235 LEADERSHIP SKILLS// SESSION 3

NEXT SESSION
Course pack
READINGS Case: Harry and the
Textbook Learning Team
• Chapter 4

Team Readiness preparation

SELF-REFLECTION Submit before noon on day of the next
Why is it important to resolve class. I will select top 2 or 3 submissions
issues sooner? to lead case discussions.
MBA 5235 LEADERSHIP SKILLS// SESSION 3