Book description
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. 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.
This series of guidebooks draws on the practical
knowledge that the Center for Creative Leadership (CCL) has
generated, since its inception in 1970, through its research and
educational activity conducted in partnership with hundreds of
thousands of managers and executives. Much of this knowledge is
shared-in a way that is distinct from the typical university
department, professional association, or consultancy. CCL is not
simply a collection of individual experts, although the individual
credentials of its staff are impressive; rather it is a community,
with its members holding certain principles in common and working
together to understand and generate practical responses to today's
leadership and organizational challenges.
The purpose of the
series is to provide managers with specific advice on how to complete
a developmental task or solve a leadership challenge. In doing that,
the series carries out CCL's mission to advance the understanding,
practice, and development of leadership for the benefit of society worldwide.
Barbara Popejoy is a trainer for several of CCL's leadership
development courses, including Foundations of Leadership, Leadership
Development Program (LDP), and The Women's Leadership Program. She has
more than twenty years of experience in psychotherapy, training, and
executive coaching, and was a founding member of the Institute for
Career Advancement Needs. Barbara holds an M. A. in social work from
the University of Nebraska.
Brenda J. McManigle is responsible for the quality and delivery
of the Foundations of Leadership program at CCL's San Diego campus.
Before joining CCL she served as an education director for a managed
care company and was manager of the training department of a Fortune
50 aerospace firm. She holds a Ph. D. from the University of Southern
California in instructional technology and psychology.
