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What Could A Leader Learn From A Mediator?: Dispute Resolution Strategies for Organizational Leadership

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dc.contributor.author Bowles, Hannah Riley
dc.date.accessioned 2010-06-17T18:32:38Z
dc.date.available 2010-06-17T18:32:38Z
dc.date.issued 2005-01-05
dc.identifier.uri http://hdl.handle.net/1721.1/55936
dc.description.abstract It is hard to imagine a leadership situation that is devoid of conflict or even what the function of leadership would be on an island of perpetual harmony where all parties shared a perfectly common vision of their objectives and how to achieve them. Many of leadership’s most important challenges are born of conflict— to build coalitions among divergent interests, forge consensus from discord, and transform destructive disagreement into constructive debates (Burns, 1978; Gardner, 1990; Selznick, 1957). We easily recognize effective leaders as expert negotiators as they confront and appeal to a multiplicity of interests to achieve their objectives (Lax & Sebenius, 1986; Neustadt, 1990; Raiffa, 1982). We less often recognize when leaders are acting as informal mediators or arbitrators of disputes. Yet, the activities of mediators and arbitrators overlap a great deal with the skills and responsibilities of leadership (Raiffa, 1983). en_US
dc.language.iso en_US en_US
dc.publisher Center for Public Leadership en_US
dc.relation.ispartofseries Center for Public Leadership Working Paper Series;05-05
dc.rights Attribution-Noncommercial-No Derivative Works 3.0 United States en
dc.rights.uri http://creativecommons.org/licenses/by-nc-nd/3.0/us/ en
dc.subject hks en_US
dc.subject cpl en_US
dc.subject kennedy school en_US
dc.subject leadership en_US
dc.subject organizational leadership en_US
dc.subject mediator en_US
dc.subject dispute resolution en_US
dc.subject arbitration en_US
dc.title What Could A Leader Learn From A Mediator?: Dispute Resolution Strategies for Organizational Leadership en_US
dc.type Working Paper en_US


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