MGMT 3720 Lecture 7 Outline of Last Lecture (for test 3)Chapter 12- LeadershipI. Contrast leadership and managementII. Conclusions of trait theories of leadershipIII. Central tenets and limitations of behavioral theoriesIV. Assessing contingency theories of leadership by level of supportV. Charismatic and transformational leadershipVI. Authentic leadership definitionVII. Mentoring and understanding leadershipVIII. Challenges to the effectiveness of leadershipChapter 13- Power and politicsI. Contrasting power and leadershipII. Five bases of powerIII. Role of dependence in power relationshipsIV. Power or influence tactics and their contingenciesV. Connection between sexual harassment and power abuseVI. Causes and consequences of political behaviorVII. Applying impression management techniquesVIII. Determining if a political action is ethicalOutline of Current Lecture (for test 4)Chapter 14- Conflict and negotiationI. Traditional and interactionist view of conflictII. 3 types of conflict & 3 loci of conflictIII. Conflict processIV. Distributive and integrative conflictThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.V. Five steps of negotiationVI. Individual differences & negotiationVII. Roles and functions of third-party negotiationsCurrent LectureConflict – a process that starts when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about. -If no one is aware of a conflict, then it’s generally agreed that no conflict exists. -What is needed to start the conflict process: opposition or incompatibility and interaction.*Conflict can be your friend (it’s not always a bad thing)Traditional view of conflict:- It assumed all conflict was bad and to be avoided. - Conflict was an outcome caused by poor communication, a lack of openness and trust between people, and the failure of managers to be responsive to the needs and aspirations of their employees. - It was talked about with such terms as violence, destruction, and irrationality to reinforce its negative connotation. - If managers are good enough then there won’t be any conflict and we don’t want any conflict*The view that all conflict is bad is a simple approach to looking at the behavior of people who create conflict. We need to focus on the causes of conflict and correct those malfunctions to improve group and organizational performance. Interactionist view of conflict:- Encourages conflict on the grounds that a harmonious, peaceful, tranquil, and cooperative group is prone to becoming static, apathetic, and unresponsive to needs for change and innovation. - Not all conflicts are good. - Functional forms of conflict: supports the goals of the group and improve its performance.- Dysfunctional or destructive forms of conflict: hinders group performance- Conflict is inevitable and sometimes if we don’t have enough, we might want to stir some upSummary: Good things can come out of functional forms of conflict, and dysfunctional or destructive forms of conflict should be avoided.Three types of conflict:1. Task conflict- relates to the content and goals of the work.2. Relationship conflict- focuses on interpersonal relationships. (This kind of conflict is almost always dysfunctional and the most psychologically exhausting kind)3. Process conflict- is about how the work gets done.*There is a time and place for task and process conflict but there is almost never a place for relationship conflicts. Conflict is good in moderationThree loci of conflict:Another way to understand conflict is to consider its locus, or where the conflict occurs. 1. Dyadic conflict- conflict between two people 2, intragroup conflict- happens within a group or team3. Intergroup conflict- conflict between groups or teams.Class example: Team members within a sports team are arguing with each other; this is intragroup conflict. Now the team members decide to work together and overcome those arguments in order to go against other teams in the national play offs; this is intergroup conflict.*Nearly all the literature on task, relationship, and process conflict considers intragroup conflict(within the group). That makes sense given that groups and teams often exist only to perform a particular task. However, it doesn’t necessarily tell us about the other loci of conflict- Intense intergroup conflict might affect the way they interact. Understanding functional and dysfunctional conflict requires that we identify the type of conflict and know where it occurs.-The traditional view that all conflict should be eliminated is shortsighted. The interactionist view that conflict can stimulate active discussion without spilling over into negative, disruptive, emotions is incomplete. Thinking about conflict in terms of type and locus helps us realize that it is probably inevitable in most organizations, and when it does occur, we can attempt to make it as productive as possible. The conflict process: Five stagesStage 1. Potential opposition or incompatibility- - In this stage, communication as conflict represents opposing forces that arise from misunderstandings, and “noise” in the communication channels. The potential for conflict increases when either too little or too much communication takes place. - This stage includes variables such as size, degree of specialization, jurisdictional clarity, member-goal compatibility, leadership styles, reward systems, and the degree of dependence. - Personal variables include personality, emotions, and values. People high in the personality traits of disagreeableness, neuroticism, or self-monitoring are more likely to conflict with others more often, and to react poorly when conflicts occur. - Emotions can also cause conflict even when they are not directed at others. Stage 2. Cognition and personalization-- The potential for opposition or incompatibility becomes actualized. - Just because a disagreement is a perceived conflict doesn’t mean it’s personalized. It is at the felt conflict level, when people become emotionally involved, that they experience anxiety, tension, frustration, or hostility. - Stage II is important for two reasons: because it’s where conflict issues tend to be defined, where the parties decide what the conflict is about; and because emotions play a big role in shaping perceptions and therefore our