About this product

Product Identifiers

PublisherWiley & Sons, Incorporated, John

ISBN-101882197739

ISBN-139781882197736

eBay Product ID (ePID)6039549

Product Key Features

Number of Pages32 Pages

LanguageEnglish

Publication NameManaging Conflict with Direct Reports

SubjectLeadership, Communication Studies, Management, Interpersonal Relations

Publication Year2007

TypeTextbook

AuthorCenter for Creative Leadership Staff, Barbara Popejoy, Brenda J. Mcmanigle

Subject AreaLanguage Arts & Disciplines, Business & Economics, Psychology

SeriesJB Ccl (Center for Creative Leadership) Ser.

FormatTrade Paperback

Dimensions

Item Height0.2 in

Item Weight3.2 Oz

Item Length9.1 in

Item Width6.1 in

Additional Product Features

Intended AudienceScholarly & Professional

LCCN2003-278334

Dewey Edition22

Series Volume Number101

Dewey Decimal658.4053

Table Of Content7 Conflict and Resolution 8 Conflict with Direct Reports Is a Special Case Managing the Relationship Managing the Work 10 A Process for Managing Conflict Recognizing Both Sides of the Conflict Preparing for a Conflict Resolution Session During the Conflict Resolution Session After the Conflict Resolution Session 24 Managing Conflict for Success and Development 27 Suggested Readings 28 Background 29 Key Point Summary

SynopsisConflict is inevitable when people work together, and it's one of the most difficult challenges facing managers. But it's a challenge that successful leaders learn to address. Managers who develop an understanding of difference without judgment and are willing to see more than one perspective or solution are in a good position to manage conflict with their direct reports. Conflict between managers and direct reports highlights a power relationship and affects the work itself--the tasks for which managers and direct reports share responsibility. Managers who look to see both sides of conflict can resolve it, but it means assessing the differences between themselves and their direct reports and finding out how those differences affect the conflict. After assessing those differences, managers can devise a plan to use before, during, and after a conflict resolution session. They will be better prepared to understand emotions that can trigger conflict, to clarify performance expectations so their direct reports know what's expected of them, and to provide ongoing feedback for the support and development of their direct reports., Conflict is inevitable when people work together, and it s one of the most difficult challenges facing managers. But it s a challenge that successful leaders learn to address., Conflict with direct reports is one of the most difficult challenges facing managers today. But it's a challenge that successful leaders must learn to address. Managers who develop an understanding of difference without judging and are willing to see more than one perspective or solution are in a good position to manage such conflict. They are better prepared to understand emotions that can trigger conflict, to clarify performance expectations, and to provide ongoing feedback for the support and development of their direct reports.

LC Classification NumberHD42.P66 2002