Leader-Follower Communication
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Leader-Follower Communication
Regent University
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Leader-Follower Communication
Introduction:
Establishing robust and resilient channels of communication between leaders and followers is
essential for the success and efficient operation of any organization. Establishing transparency,
shaping perceptions, fostering collaboration, and generating an environment of mutual respect
and collective accountability are all dependent on this interaction. It is fundamental in the
achievement of organizational goals, the enhancement of productivity, and the maintenance of a
positive work environment. Furthermore, it serves as a critical factor in ensuring the satisfaction
and welfare of employees, thereby impacting the overall morale and cohesion of the labor force.
However, a discrepancy frequently arises between the perspectives of leaders and followers with
respect to effective communication, despite the recognition of its critical importance. As a result,
this study investigates the intricate dynamics of communication that occur between leaders and
followers, with a specific focus on the expectations, needs, and desires of the latter. The primary
inquiry that guides this research is as follows: What are the communication requirements of
adherents in relation to their leaders? By investigating this inquiry, this research aims to unravel
the nuanced elements of communication tendencies, provide valuable insights that could enhance
understanding, and foster more meaningful exchanges between leaders and followers within
organizational contexts.
Approach to Methodology:
The study employed a qualitative research methodology to investigate in-depth the
communication preferences of followers and their perceptions of leader interactions. In order to
collect data, in-depth interviews were utilized as the primary instrument (Creswell & Poth, 2016;
Brinkmann & Kvale, 2015). The method was chosen due to its ability to explore the experiences,
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perspectives, and preferences of individuals in different organizational roles, providing crucial
insights for understanding the complexities of leader-follower conversations (Denzin & Lincoln,
2011). Three professionals from diverse professional environments and positions participated in
the study. The interviewees comprised an administrative assistant, a software engineer, and a
promotional strategist, all of whom made valuable contributions by virtue of their unique
professional backgrounds and experiences. The diversity of their positions facilitated a
comprehensive analysis of communication inclinations, with a focus on factors including
inspiration, empowerment, and the degree of attention they received from their superiors
(Northouse, 2021).
The researchers conducted interviews via various mediums, including Skype and in-person
meetings, to offer the participants a flexible and accommodating environment. The discussions
were structured around critical subjects such as communication preferences, delegating tasks,
fostering empowerment, encouraging motivation, and assessing the leaders' perceived level of
interest and concern (Yukl & Gardner, 2020). In order to analyze the accumulated data, the
responses were meticulously classified, which enabled the identification of recurring patterns,
trends, and tendencies concerning leader interaction. Utilizing this analytical approach was of the
utmost importance in gleaning significant insights and anticipating the varied preferences and
expectations of followers in a variety of organizational contexts.
Selection of Data
To ensure an exhaustive and varied representation of organizational roles, the participants
recruited for this qualitative study were professionals from different sectors. These sectors
comprised an administrative assistant, a software developer, and a marketing coordinator
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(Creswell & Poth, 2016). A diverse range of organizational executives oversaw each participant,
providing a comprehensive understanding of the intricacies of leader-follower communication.
In order to gain a comprehensive understanding of the perspectives and experiences of the
participants, the structured interviews centered on a number of significant themes—
communication preferences, day-to-day interactions, relationship dynamics, support and
empowerment from supervisors, and role descriptions and communication preferences
(Brinkmann & Kvale, 2015). The inclusion of leaders from a variety of organizations and
positions in the research enhanced the overall comprehension of followers' communication
requirements and preferences (Northouse, 2021). Every interview was meticulously designed in
order to collect profound insights regarding the desires and preferences of followers with regards
to the manner, quantity, structure, and perceived effectiveness of their interactions with their
leaders (Denzin & Lincoln, 2011). Furthermore, the inquiries were designed to reveal the
intricacies of interpersonal connections, the extent to which participants felt empowered, and the
motivational strategies implemented by the supervisors. These factors collectively provided a
more comprehensive understanding of the intricacies of leader-follower relationships and
communication preferences (Yukl & Gardner, 2020). Extensive interviews played a pivotal role
in gathering comprehensive data and identifying trends, preferences, and common experiences
among followers; thus, they enabled an in-depth analysis of the communication expectations that
followers have of their leaders.
An Analysis of Data
A thorough qualitative data analysis was conducted in order to decipher and interpret the
profound insights gleaned from the structured interviews with participants. The primary
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objective of this comprehensive examination was to ascertain latent themes, recognize recurring
patterns, and unravel the complexities associated with follower communication preferences,
empowerment viewpoints, motivational tactics, and perceived levels of concern (Creswell &
Poth, 2016).
In light of the qualitative character of the research, a thematic analysis methodology was
implemented. The approach, which is widely acknowledged in the field of qualitative research
(Denzin & Lincoln, 2011), entails the identification, examination, and documentation of
recurring patterns or themes present in the data. Subsequently, four prominent domains surfaced,
each of which was methodically classified to improve clarity and interpretability:
1. Preferred Mode of Communication (Yellow):
This classification emphasized the
preferred modes, frequency, and fashions of communication, encompassing in-person exchanges,
electronic mail, and formal channels.
2.
Empower (Blue):
This theme encapsulated opinions regarding autonomy,
participation in decision-making, and confidence in their leaders.
3. Motivation (Green):
This domain pertains to motivational elements, including
extrinsic and intrinsic motivators (e.g., promotions and incentives) and personal development
and acknowledgment.
4. Degree of Care (Purple)
: In this context, perceptions of leaders' regard for their
followers' welfare, career development, and general contentment were of paramount importance.
The application of color-coded themes enabled a systematic and organized examination of the
data. They played a role in enabling participants to establish connections, identify overlaps, and
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reveal subtle variations in their responses. The utilization of this coding technique played a
crucial role in elucidating the intricacies of communication dynamics between leaders and
followers, reflecting the qualitative research principles that Creswell and Poth (2016) and Denzin
and Lincoln (2011) emphasized.
Results 1.
Preferred Mode of Communication: The findings of the research unveil intricate
inclinations in terms of communication methods as reported by the participants. The
administrative assistant advocated for email correspondence as the most effective means of
communication, emphasizing the advantages of succinctness, clarity, and the provision of a
physical written record. This viewpoint is consistent with the recognition of the significance of
clear and concise communication within organizational contexts (Northouse, 2021). The
software developer demonstrated a predilection for instant messaging, placing importance on its
efficiency, promptness, and expediency; this reflects the changing communication inclinations
observed in technology-centric settings (Aggarwal, 2022). On the other hand, the marketing
coordinator prioritized in-person interactions due to their ability to provide immediate feedback,
as well as the chance to gain further clarification and a more nuanced understanding (Fisher et
al., 2011).
2. Empower:
The concept of empowerment surfaced prominently, striking a chord with every
participant. Consensus regarding distinct expectations and autonomy in a nurturing and
supportive environment was expressed by every single respondent. An atmosphere conducive to
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innovation, learning, and individual and vocational development was created by the contrast
between guidance and autonomy (Yukl & Gardner, 2020). According to Brinkmann and Kvale
(2015), the participants' reflections emphasized the critical significance of empowerment in
influencing their professional experiences, which in turn led to an enhanced perception of control
and greater contentment in the workplace.
3. Motivation:
The perceptions and experiences of the participants were significantly influenced by
motivational factors as well. Important motivators included acknowledgment, consistent positive
feedback, and opportunities for professional growth and training. Mikkelson and Clegg (2019)
emphasized the significance of recognition for its intrinsic worth and the supplementary
advantages of structured feedback sessions and professional development opportunities for their
extrinsic value and contribution to overall work experience and job satisfaction. As expressed by
a workforce enthusiastic about ongoing learning and development, the overarching theme was a
unanimous desire to improve structured feedback mechanisms and learning and professional
development platforms (Cropper, 2005).
4. Degree of Care:
The profound impact that perceiving a high level of concern from their leaders had been
emphasized by the participants. The importance of experiencing a sense of worth, regard,
attentiveness, and authentic concern was emphasized as a critical factor in cultivating a favorable
professional atmosphere and augmenting overall job contentment (Northouse, 2021). In an effort
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to strengthen the leader-follower relationship, the participants emphasized the importance of
collaborative, open, and appreciative communication (Denzin & Lincoln, 2011).
This research examines the complex dynamics of leader-follower interactions and offers
valuable insights into the diverse preferences, aspirations, and requirements of followers. The
comprehensive comprehension gained from this investigation sheds light on the intricacies of
motivation, empowerment, effective communication, and the degree of concern within
organizational settings. As a result, concrete insights and pragmatic ramifications can be
provided to promote more positive leader-follower relationships. Table 1: Comparative Analysis of Communication Preferences and Perceptions in
Different Organizational Roles
Participant
Role
Preferred
Communication
Method
Value
Empowerment
Motivation Source
Perception on Level of Care
Administrative
Assistant
Email
High
Acknowledgment
Valued
and
Respected
Software
Developer
Instant
Messaging
High
Regular Positive
Feedback
Listened to and
cared for
Marketing
Coordinator
Face-to-Face
Interaction
High
Professional
Development
Appreciated and
Collaborated
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The data in this table is the result of a comparative analysis of perceptions and
preferences regarding three distinct organizational positions. The document outlines the favored
modes of communication, the significance attributed to empowerment, the origins of motivation,
and the perceptions regarding the degree of concern demonstrated by leaders. Every role
demonstrates a distinct amalgamation of requirements and anticipations; however, they all
prioritize empowerment and strive for recognition, constructive criticism, and avenues for career
advancement in order to experience a sense of being motivated, esteemed, and attended to within
their specific roles.
This pie chart summarizes the themes from the Data Analysis
The magnitude of each segment corresponds to the frequency of occurrence of a
particular theme in the data or the significance attributed to that theme by each participant. The
aforementioned color-coded schemes (yellow, blue, green, purple) may be applied to the
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segments.
Importance
Preferred Method of Communication
Empowerment
Motivation
Level of Care
Discussion
The examination and subsequent evaluation of the classified interviews produce a persuasive
account of the complex terrain of leader-follower communication. It is a profound realization
that adherents do not conform to a unified or universally applicable structure. Conversely, they
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hold a wide range of eclectic preferences, which emphasizes the critical requirement for leaders
to demonstrate adaptability and flexibility in their approaches to communication (Northouse,
2021).
As a fundamental principle of effective communication, empathy has surfaced. The importance
of empathetic communication extends beyond mere recognition of the conveyed content; it also
encompasses the identification of the emotions, motivations, and aspirations that lie beneath the
surface (Denzin & Lincoln, 2011). By establishing a foundation of comprehension and
recognition, this mode of communication not only promotes the exchange of information but also
strengthens the connection between leaders and followers, thus fostering an environment
characterized by confidence and reciprocal regard. How communication is perceived is
inextricably linked to the sense of concern. In addition to the mere transmission of information,
followers also pursue validation, affirmation, and recognition. The results indicate that
empathetic communication has a significant impact on how individuals perceive care, their
overall job satisfaction, and their dedication to the objectives of the organization (Aggarwal,
2022).
Moreover, the respondents' consistent emphasis on empowerment highlights the altering
dynamics that exist in modern organizational environments. In the current era, individuals who
follow are no longer satisfied with passive positions; rather, they desire environments that value
and incorporate their perspectives, agency, and a say in decision-making (Brinkmann & Kvale,
2015). The increasing demand for autonomy and empowerment is consistent with the larger
trend toward organizational cultures that are more democratic and participatory (Yukl &
Gardner, 2020).
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Furthermore, the demands for consistent positive reinforcement and opportunities for
professional growth were impassioned and widespread. Followers are not solely interested in
transactional roles that entail repetitive duties; rather, they seek transformative experiences that
are marked by development, acquisition of knowledge, and progression. Incorporating structured
feedback mechanisms and offering opportunities for professional development are not solely
intended to boost employee morale. On the contrary, they cultivate a feeling of intention and
trajectory (Mikkelsen & Clegg, 2019). In general, the insights gained from the coded interviews
clarify the changing dynamics of interactions between leaders and followers in organizational
contexts. It is apparent that in order to cultivate amicable and fruitful relationships, leaders must
abandon conventional, hierarchical communication methods and adopt approaches that are more
inclusive, empathetic, and empowering (Cropper, 2005).
Integrative Insight: Supporting Academic Research and General Findings
The amalgamation of the results yields perceptive insights into the dynamics between leaders
and followers and corroborate the claims made in extant scholarly discussions. As an illustration,
Northouse (2021) provides evidence that the implementation of a customized and flexible
communication strategy is critical in order to attain employee satisfaction and overall success for
the organization. Moreover, Denzin and Lincoln (2011) explicate the critical significance of
empathetic and perceptive communication in fostering a respectful and considerate work
environment, which is in perfect accordance with the research findings regarding the value of
recognition and comprehension in communication.
Moreover, the research conducted by Mikkelsen and Clegg (2019) further underscores the
critical importance of empowering practices and career advancement in enhancing employee
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morale and job satisfaction. This aligns with the findings regarding the value of autonomy and
ongoing learning opportunities.
Fundamentally, overarching discoveries suggest that leaders have the capacity to substantially
improve relations within an organization by modifying their modes of communication to align
with the varied inclinations of their subordinates and by cultivating an environment that is
encouraging and all-encompassing. Tailored communication, acknowledging individual
requirements, promoting empowerment, and facilitating ongoing learning and development
opportunities have a significant influence on the motivation, satisfaction, and perceived level of
concern of followers. By fostering an integrative approach, individual development is facilitated
and a more harmonious and cooperative organizational climate is stimulated.
Recommendations
In order to enhance the depth and durability of relational infrastructures within
organizations, executives are highly encouraged to contemplate a number of crucial suggestions.
1.
1. Placing a High Value on Personal Interaction: It is highly recommended that leaders
prioritize in-person communications whenever feasible. Implementing this methodology
is crucial for establishing and sustaining sincere, genuine relationships with one's
followers (Brinkmann & Kvale, 2015). This method of interaction is crucial for
cultivating an environment of confidence, facilitating immediate feedback, and resolving
any uncertainties; it guarantees that all participants retain and comprehend the
fundamental message of the communication. Additionally, it facilitates the interpretation
of non-verbal signals, which are vital for comprehending the emotions and responses of
the audience, providing a complete picture of the communicative exchange.
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2. Foster Motivation and Empowerment: Leaders are expected to cultivate an
atmosphere that is abundant in motivation and empowerment. This objective can be
accomplished by genuinely appreciating and contemplating the thoughts and
contributions of the followers, and then offering constructive and significant criticism
(Mikkelsen & Clegg, 2019). Fostering an atmosphere of mutual respect and recognition
incentivizes followers to feel a sense of inclusion and importance, thereby augmenting
their output and innovative input. Leaders’ ought to possess the ability to identify and
commemorate achievements, irrespective of their perceived insignificance, in order to
enhance motivation and morale within the organizational environment.
2.
Embrace Appreciative and Caring Communication: Leaders should also embrace a
communication style saturated with care, appreciation, and respect to elevate job
satisfaction and bolster organizational morale (Denzin & Lincoln, 2011). This
communication style involves actively listening to followers, acknowledging their
contributions, and showing genuine concern for their well-being and professional
development. Such interactions contribute substantially to constructing a more positive,
vibrant, and harmonious organizational culture.
By meticulously integrating these recommendations, organizational leaders can work
towards establishing a nourishing and conducive atmosphere, inevitably leading to
heightened levels of satisfaction, engagement, and collective success within the
professional environment.
3.
Conclusion
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Successful organizational dynamics are predicated on effective communication, which
bridges the frequently complex relationship between leaders and followers. The comprehensive
analysis of leader-follower communication conducted for this research reveals significant
findings regarding the inclinations and requirements of followers within the context of an
organization. The primary discoveries illustrate a widespread aspiration for customized and
empathetic communication approaches, differing levels of empowerment, and a significant
requirement for recognition and opportunities for professional growth (Northouse, 2021;
Aggarwal, 2022). The sentiments expressed in the collected data are consistent with those found
in the extant literature regarding the importance of adaptive and appreciative communication in
promoting a collaborative, inclusive, and positive atmosphere (Mikkelsen & Clegg, 2019). The
complex interaction between leaders and followers is unquestionably fundamental to the
achievement of organizational objectives, as it influences employee morale, job satisfaction, and
overall productivity. The suggestions prioritize the implementation of individualized
engagement, the fostering of motivation and empowerment, and the acceptance of considerate
and appreciative communication. By incorporating these strategic recommendations, leader-
follower relationships can be strengthened, thereby making a positive impact on the
organization's overall health and success. Further investigation is warranted to examine various
organizational contexts and individual variances in order to enhance our comprehension of the
most effective communication dynamics between leaders and followers. This will enable the
development of more sophisticated, situation-specific approaches to improving the overall state
of organizational communication.
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APPENDIX Interview #1
1.
What is your position in the organization and the dynamics of your team?
I work as a support administrator. Alongside three coworkers, I report to a single immediate superior.
2: Can you describe your role and the activities you engage in?
I assist in the planning and execution of projects, manage scheduling, and perform administrative
duties on a daily basis. I am actively engaged in the coordination and execution of departmental
protocols by my superintendent.
3: How many hours a week do you spend with your supervisor?
About 25 hours per week, on average.
4: Can you describe your working location in relation to your supervisor?
We share an open office area with our workstations.
5. How do you typically communicate with your supervisor, and what is your preferred
method?
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a. Eighty percent of all communication occurs via email. Because it provides a written record
and enables plain and concise communication, I prefer email. b. Emails are commonly transmitted over the course of the day.
6: How does your supervisor delegate tasks and empower you?
a. Daily delegating of duties. He effectively conveys expectations and grants adequate autonomy,
nonetheless. b. Establishes a support system that facilitates task execution by furnishing adequate training and
resources.
7: How do you feel about the communication and interactions with your supervisor?
a. Although I generally perceive that my opinions are valued, there are occasions when decisions
are reached without due regard for my input.
b. I have a moderate sense of empowerment but desire additional decision-making opportunities.
c. While I do perceive a sense of worth and regard, further recognition and appreciation for my
efforts are warranted.
8: How would you describe your supervisor’s communication style?
While the written correspondence from the supervisor corresponds to my inclination, in-person
exchanges occasionally exhibit an absence of empathy and comprehension.
9: If you could change something about the way your supervisor communicates with you,
what would it be?
I would value communication that is more empathic and considerate, recognizing the unique
requirements and preferences of each individual.
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10: How would you describe your relationship with your supervisor?
Consistently cordial; however, more candid and reciprocal dialogue would be
advantageous.
11: How could your supervisor support you better in your role?
I believe that I could perform my duties more effectively if my suggestions were more
frequently acknowledged and I received positive feedback.
Interview #2
1.
What is your position in the organization and the dynamics of your team?
I work as a software developer as part of a team of six, reporting to one immediate superior.
2: Can you describe your role and the activities you engage in?
In addition to developing software applications, I debug and enhance pre-existing ones. We
engage in collaborative efforts regarding problem-solving and project planning under the
guidance of my superintendent.
3. How many hours a week do you spend with your supervisor?
Roughly fifteen hours per week.
4: Can you describe your working location in relation to your supervisor?
Cubicles that are adjacent to one another.
5. How do you typically communicate with your supervisor, and what is your preferred
method?
a. 50% in person and 50% through instant messaging. Instant messaging is my preference
because of its efficacy and convenience.
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b. Regular in-person meetings and daily instant messaging exchanges are involved in our
communication.
6: How does your supervisor delegate tasks and empower you?
a. Effectively assigns responsibilities, maintaining a harmonious equilibrium between
supervision and autonomy.
b. Facilitates learning and development by granting access to resources and instruction.
7: How do you feel about the communication and interactions with your supervisor?
a. I feel normally acknowledged and listened to. The majority of decisions are reached in
collaboration. b. I am extremely empowered and the environment is highly conducive to innovation. c. My
contributions and efforts are acknowledged, fostering a sense of worth and inclusion.
8: How would you describe your supervisor’s communication style?
It is consistent with my inclination towards favoring a harmonious blend of oral and written
correspondence. Collaboration and support are conducive to the development of mutual respect.
9: If you could change something about the way your supervisor communicates with you,
what would it be?
I desire ongoing assistance for innovation and additional avenues for enhancing my professional
growth. 10: How would you describe your relationship with your supervisor?
Respectful and collaborating is the nature of our relationship.
11: How could your supervisor support you better in your role?
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An increase in assistance for training and professional development would improve my
job performance. Interview #3
1.
What is your position in the organization and the dynamics of your team?
I hold the position of marketing coordinator. In addition to one immediate superior, I collaborate
with the remaining five members of my team.
2: Can you describe your role and the activities you engage in?
The formulation and implementation of marketing strategies and campaigns falls under
my purview. I frequently engage in collaborative efforts with my supervisor to conceive and
enhance marketing initiatives.
3. How many hours a week do you spend with your supervisor?
Roughly 30 hours per week.
4: Can you describe your working location in relation to your supervisor?
In our open-plan office, my workstation is situated directly across from that of my
supervisor.
5. How do you typically communicate with your supervisor, and what is your
preferred method?
a. Thirty percent of communication is by email and seventy percent is in-person. Face-to-face
interactions are preferable due to the ability to receive immediate feedback and clarification. b. Daily interactions and weekly formal meetings are routine.
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6: How does your supervisor delegate tasks and empower you?
a. Efficiently delegating tasks, she furnishes explicit instructions and expectations. b. She cultivates an atmosphere that promotes learning and innovation, inspiring individuals to
engage in unconventional thinking and demonstrate proactivity.
7: How do you feel about the communication and interactions with your supervisor?
a. I feel valued and attended to. Typically, our discussions are constructive and collaborative. b. I am inspired and empowered to assume responsibility for my initiatives. c. As an employee, I am made to feel valued and respected through the utilization of candid and
sincere communication.
8: How would you describe your supervisor’s communication style?
Aligned well with my preferred interactive and collaborative approach, her communication style
is characterized by openness and inclusivity, fostering a sense of cooperation and mutual respect.
9: If you could change something about the way your supervisor communicates with you,
what would it be?
Increasing the number of structured feedback sessions and opportunities for professional
development and learning would be greatly appreciated.
10: How would you describe your relationship with your supervisor?
Our positive and constructive relationship is distinguished by a shared enthusiasm for
marketing and mutual respect.
11: How could your supervisor support you better in your role?
To enhance my marketing expertise and competencies, I would be well-served by
additional learning opportunities and constructive criticism.
Coded Key:
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Yellow Highlight=Preferred method of communication
Blue Highlight=Empowerment
Green Highlight=Motivation
Purple Highlight=Level of care
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References Aggarwal, J. (2022). Yukl, GA, & Gardner, WL (2020). Leadership in Organizations. Pearson
Education, Inc.
Journal of Leadership Studies
,
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(3), 57-60. Brinkmann, S., & Kvale, S. (2015).
Interviews: Learning the craft of qualitative research
interviewing
. Sage publications. Creswell, J. W., & Poth, C. N. (2016).
Qualitative inquiry and research design: Choosing among
five approaches
. Sage publications. Cropper, B. (2005). Working With Emotional Intelligence. Denzin, N. K., & Lincoln, Y. S. (Eds.). (2011).
The Sage handbook of qualitative research
. sage.
Fisher, R., Ury, W. L., & Patton, B. (2011).
Getting to yes: Negotiating agreement without
giving in
. Penguin. Mikkelsen, E. N., & Clegg, S. (2019). Conceptions of conflict in organizational conflict research:
Toward critical reflexivity.
Journal of Management Inquiry
,
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(2), 166-179. Northouse, P. G. (2021).
Leadership: Theory and practice
. Sage publications.
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