Solving conflicts is the main idea to manage the disagreements on the part of various employees. A team consists of members that have different believe system. Even after providing the training, it is not necessary that employee comply with all ethical rules. Due to empowering power to a particular member led to leg pulling and jealously among other members. This hampered the team spirit that enforce each other to work for a common goal. Leader has applied Directive theory that give a clear direction and expectations to the employees. Leader started giving importance to every specialised team member so that they do not feel separated from the team (Collinson, 2014). By following the directive theory, leader involved himself very much into the operation with its employees. It has provided structure to various unstructured tasks. The leader focus on protecting each employee by considering the safety issues. It has reduced the issues with de-motivated employees by allocating a particular work in which they are specialised. Apart from these, leader has undertaken training on unethical issues to make them understand the importance of team spirit. On the same side, leader has undertaken activities to promote team spirit and work together as a team. Leader promoted activities and games that ask for team building methods such as a healthy discussion and suggestion session on improving the quality of goods by establishing new technology. On the controversy, path-theory leadership can fail when the leader has flaws. It is possible that the leader will not react as rational as he should be (Raelin, 2017).
Clashing of viewpoints of two members of the organisation influenced people and this led to forming of new groups inside the same team. Groups lead to non-alignment of different business activities affecting the organisational objectives. The company suffered from lack of participation of each member of the team. Here to solve this incident, the leader has used participative theory (Llopis, 2014). This leadership theory is also known as democratic leadership where employees are invited to take part in decision-making processes. This leadership style is not very much common in business currently. To minimise the differences in the thought processes of employees, the leader started sharing knowledge to effectively manage decision-making process. The leader come up with best possible solution to the team. Here, the leader encourages the people to share and delegate the ideas. While identifying the contingencies for participative leadership as every leadership has pros and cons of its own. Leader is forced to spent time and have social pressure to assure that group domination is more important than a individualism. Group here refers to the whole team. Decision-making in democratic leadership takes a lot of time. This lead to incurring of huge costs. Even after long discussion on external business environment, there is a possibility that inefficient, incompetent can happen, and the decision can lead to loss (Fairhurst, and Connaughton, 2014).
Collinson, D., (2014). Dichotomies, dialectics and dilemmas: New directions for critical leadership studies?. Leadership, 10(1), pp.36-55.
Fairhurst, G.T. and Connaughton, S.L., (2014). Leadership: A communicative perspective. Leadership, 10(1), pp.7-35.
Llopis, G. (2014). 4 Ways Leaders Effectively Manage Employee Conflict. Retrieved from: https://www.forbes.com/sites/glennllopis/2014/11/28/4-ways-leaders-effectively-manage-employee-conflict/#11cac1c05e15
Raelin, J.A., (2017). Leadership-as-practice: Theory and application—An editor’s reflection. Leadership, 13(2), pp.215-221.