What Could A Leader Learn From A Mediator?: Dispute Resolution Strategies for Organizational Leadership
Name
CPL_WP_05_05_Bowles.pdf
Size
140.3 KB
Format
Adobe PDF
Checksum (MD5)
96004d1ddf82d35a9ad42794936c7b50
Author(s)
Bowles, Hannah Riley
Date Issued
January 5, 2005
Publisher
Center for Public Leadership
Series/Report no.
Center for Public Leadership Working Paper Series;05-05
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).
Subjects
hks
cpl
kennedy school
leadership
organizational leadership
mediator
dispute resolution
arbitration
Terms of Use
Attribution-Noncommercial-No Derivative Works 3.0 United States
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