Introduction
The management of organizations and work processes within them is associated with various risks and the need to pay attention to many aspects. At the same time, employees’ actions are influenced by multiple factors and their perceptions. Managers and leaders must consider these perceptions when working with employees. Although each person’s perception is individual, leaders should take measures to understand their point of view; otherwise, there are risks of conflict, reduced performance, and other problems.
Incorporating Individual Perceptions in Conflict Management
Part of the work of managers and leaders is handling conflicts between employees. Conflicts arise due to disagreement between individuals or entire teams and can have various forms, for example, hidden, open, long-term, or short (Davies & Smith, 2013). Understanding perception is imperative for resolving conflict, as it helps to find the roots of conflict and not just address its symptoms.
It should be noted that employees of organizations have both personal ideas and perceptions and form group perceptions as part of a department or company (Bolam & Jones, 2013). For example, in a conflict between teams, as a leader, I need to consider how the perception of their participants as a single whole group was formed and how much it contradicts another team. By understanding how each side perceives the situation, I will take more effective action to resolve the conflict.
Adapting Leadership Approaches Based on Observed Behavior
As a leader, I can take various measures to consider perception. For example, encouraging active listening and open communication can help the parties express their opinions and share goals in conflict resolution (Davies & Smith, 2013). In this case, the parties to the conflict and I will better understand each other and other people’s perceptions. Moreover, depending on observed behavior in conflict resolution and different situations, I can change my approach to be more effective as a leader.
After discussing and reviewing the current module materials, I became convinced of the significance of flexibility in my work. Therefore, I consider it essential to change my approach to leadership. For example, by observing the behavior of employees and noticing their differences, I can apply different strategies – to express more support to some employees and to provide freedom of action to others.
Moreover, the study by See et al. (2011) notes that having gained more power, many leaders listen less to others and, therefore, risk making mistakes in decision-making. As a leader, I believe observing the dynamics of employee relationships and their attitude toward managers is crucial. Such monitoring will help identify when a leader can abuse or take power for granted, and take action to improve the approach to work.
Considering the Impact of Shared Perceptions on Teams
Leader behavior affects employees, and at the same time, it is essential to remember the impact of perception. As a leader, I must note that shared perceptions affect departments and their employees. Considering this issue, it is crucial to maintain organizational culture and values, as they influence the perception that supports performance (Bolam & Jones, 2013). The culture and climate of the organization guide employees in their actions and determine their dedication to their work. As a result, by creating the specific culture and values of the company, I can shape the overall perception and thereby manage the actions of many employees.
Conclusion
Thus, understanding personal and shared perceptions is essential for organization leaders, as perception determines the actions of employees and leaders. Comprehending someone else’s point of view also supports communication effectiveness, which will be valuable in resolving conflicts. Moreover, perception helps leaders tailor their approach to work based on the behavior they observe in the organization. Finally, leaders can guide perceptions through an organization’s culture and climate, knowing that individual and shared perceptions influence departments and employees.
References
Bolam, K., & Jones, S. (2013). Managing performance. In S. Perkins & R. Arvinen Muondo (Eds.), Organizational behaviour: People, process, work and human resource management (pp. 103-126). Kogan Page Limited.
Davies, P, & Smith, R. (2013). Conflict, power, and politics. In S. Perkins & R. Arvinen Muondo (Eds.), Organizational behaviour: People, process, work and human resource management (pp. 183-208). Kogan Page Limited.
See, K. E., Morrison, E. W., Rothman, N. B., & Soll, J. B. (2011). The detrimental effects of power on confidence, advice taking, and accuracy. Organizational Behavior and Human Decision Processes, 116(2), 272-285. Web.