Leadership, on the other hand, is often looked at as helping other people make decisions and get their tasks done. Communicative indicators of leadership during discussions or meetings include setting and running the agenda, summarizing and clarifying, managing conflicts and encouraging interaction. When telling the subordinates what the decision is, the manager may or may not explain why the decision made. B. Many theorists have proposed formal procedures for running meetings. Choose the most salient conflict and analyze its cause, the objectives of the participants, the strategies of the participants, the dynamics of the conflict, the nature of the conflict's resolution or lack thereof, and how this conflict affected the job satisfaction of the participants and bystanders to this conflict.
Substantive conflict is when people are genuinely interested in the issues or ideas involved.
In substantive conflicts, people will try to analyze the advantages and disadvantages of different ideas and decide which is best. Substantive conflict tends to produce well-thought out decisions and thus is usually beneficial to the organization. In non-substantive conflicts, discussion is approached, not as an opportunity to evaluate ideas, but rather as a battleground to produce winners and losers. This type of conflict leads to bad decisions and weakens morale and thus is usually harmful to the organization. Organizational Analysis A. Name three adjectives that you would use to describe this organization.