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LEADERSHIP INTERVENTION STRATEGY

South University

Leadership Intervention Strategy

Many organizations are moving away from an era of industrial management to a humanistic era. This, therefore, means that there is a need for changing the leadership competencies.  Just like in the case of a football team where coaches teach and help players in learning ways of adapting to a different set of rules when needed (Hattie, 2015).

The coaches teach the player’s ways of showing up differently and implementing different plays aiming at improving the team to become successful. Prisons have a basic job in the public eye. My work is to investigate and comprehend what transpired to the mass resignation and what is the way out.

Looking at this issue, there is no trust between the management and the junior staff. The relationship between the junior staff and the management is one of the indispensable parts of a solid dependable prison structure. Workers rely on their managers for profession progression and direction on the most adept techniques of improving their aptitudes ((Stoewen, 2016).

One of the components of a productive relationship between the junior staff and the management is trust. When the feeling of trust is solid between a worker and his senior, it adds adeptness to diverse components of working environment effectiveness. In our case here, the group does not trust Trevor and his management team. On his side, Trevor does not trust his juniors; he believes they have their reasons for resignation since the management is doing its work accordingly.

People naturally experience circumstances in which conflicts happen. It’s a basic element for settling an issue. In a work environment where managers, workers, and clients are altogether required to settle on aggregate choices all the time, the conflict will undoubtedly emerge now and again. Conflict happens in the work environment for some reason.

Maybe the feedback of the manager is not gotten just as she or he had trusted, or there are rivalry and power inconsistencies among the staff.  However, when there is fear of conflict among the team members.  A team that has no trust is not able to engage in a debate that is unfiltered and passionate about key issues.  In most cases, the conflict easily turns up into veiled discussions as well as back channel comments (Lucke, & Furtner, 2015).

In an environment where the members of the team are not able to air their opinions, there are a lot of hiccups and a lot of time is wasted resulting in inferior decisions. Teams that have trust among themselves are not afraid of engaging in passionate dialogue around issues and the decisions which are very important to the success of an organization. To grow, there must be a productive conflict in all great relationships (Tong, Tak, & Wong, 2015). This is not the case in this prison.  The junior staff does not have the time of converting their complaints into requests. This is because the administration is not open with them.

In solving these problems, the management should not work alone when trying to solve problems. When an issue arises, the team manager is supposed to call the group and ask the opinions of the members about ways of solving the said issue. The team members should be involved in making the rules and the guidelines of this prison.

By involving the members, they will start having a sense of belonging.  The seniors should start leading as examples. They should not cow from asking help from the other team members admitting their weaknesses and limitations and start by owning up to their mistakes. Trevor is not ready to own the mistakes, he thinks he and his team is fine but the juniors have the problem. This cannot solve the problem but rather the problem will escalate. Taking the lead, the entire team will slowly follow from behind and this habit will develop into culture (Ramdhani, et al., 2017).

Similarly, it is of great essence for the management establishing that conflict is purposeful and welcome.  The management should be able to well define what a healthy relationship looks like through praising healthy examples and by giving corrective feedback in the instance where conflict veers towards unhealthy. Conflict can also be mined by opening meetings with a bad idea; so as to see if the whole group agrees so as to avoid conflict and this can be used as a litmus test to pave way for a discussion that is healthy. The designation of a devil’s advocate is another way that can be used in a meeting to get the group open up and to share a differing perspective.

In conclusion, leadership and conflict go hand in hand. In leadership, if the conflict is not addressed in a healthy, productive fashion, then it means that gaps will always arise and the repercussions will be too huge to be handled. This is the situation in this prison.

The situation has worsened due to the poor leadership by the management. Even if one can be able to avoid conflict, it is impossible to escape it. It will always come knocking whether we like it or not. It, therefore, means that it requires us to be able to recognize the conflict, have an understanding of its nature and be in a position of bringing a swift and a just resolution to the conflict.

Fairness at this organization is wanting. Trevor should work on this to ensure that the workers can be able to even out some inequities or they can alert the management every time there is a person who is starting to “smell”. This will help stop some individuals from being sprayed earlier before the stink becomes too much to be handled.

References

Hattie, J. (2015). High-Impact Leadership. Educational Leadership, 72(5), 36-40.

Lucke, G. A., & Furtner, M. R. (2015). Soldiers lead themselves to more success: A self-leadership intervention study. Military Psychology, 27(5), 311-324.

Ramdhani, A., Ramdhani, M. A., & Ainissyifa, H. (2017). Conceptual Framework of Corporate Culture Influenced on Employees Commitment to Organization. International Business Management, 11(3), 826-830.

Stoewen, D. L. (2016). Wellness at work: Building healthy workplaces. The Canadian Veterinary Journal, 57(11), 1188.

Tong, C., Tak, W. I. W., & Wong, A. (2015). The impact of knowledge sharing on the relationship between organizational culture and job satisfaction: The perception of information communication and technology (ICT) practitioners in Hong Kong. International Journal of Human Resource Studies, 5(1), 19.