The role of Leadership within administrative activity is gaining increasing value in the business world. Its relationship with some psychological variables and Organizational Behavior under which it is identified and developed is evident. This work approaches the communicative processes and especially interpersonal transactions, possible generators of unnecessary or genuine conflicts in the framework of human relations within the company and its repercussion in the administration. Significant points of view are exposed and a theoretical reflection on these factors is carried out from an analytical point of view based on a better understanding of human nature and the insertion of the individual into groups under a new vision of our social behavior.
Introduction
Whenever we talk about Management Science, we cannot fail to refer to the well-known cycle of management functions. Countless researchers have dedicated many years of study in order to obtain a better way to carry out the command, and that is why today we have many theories that speak in favor of how we can better plan, organize in an efficient and effective way the work, how we can make better use of power and thus adequately delegate tasks and how to better manage resources in this regard.
Perhaps due to my condition as a psychologist, I am inclined to give a privileged place to the world of interpersonal relationships within the organizational framework, as one of the oldest links of humanity and as one of the most peculiar ways that groups have of addressing who represents them. Leadership is perhaps the most relevant of all concepts in behavioral science today, and this is why managers with the most experience in this field attach great importance to it.
The bosses are faced daily with responsibilities and command, assume functions, form teams and resolve conflicts of all kinds. The typical question then arises as to what is the best style to lead and how can a commitment and loyalty be achieved among the members of a group, what is the best way to respond to power, to reward or punish.
Have you thought about the repercussion this would bring to the group, and how the decision to impress personality on the matter can compromise the achievement of the objectives, goals and plans of an organization?
The differences in power and status that exist between supervisors and subordinates are real, they cannot be ignored or eliminated, so the issue in question is how the boss exercises power and what consequences it may ultimately bring.
Management style is basically an interpersonal transaction. One's assumptions about people and the exercise of power are communicated verbally or non-verbally through an interpersonal encounter. A potentially powerful framework for understanding these encounters is given in Harris's (based on Eric Berne) work on Transactional Analysis.
In each of the transactional relationships between one or more individuals, terminologies are used that can damage communication and therefore promote the appearance of unnecessary or genuine conflicts, with their consequent results. Hence, the variables communication, leadership and conflicts make up a whole worthy of analysis.
Presumably, then, transactions in interpersonal relationships can be a direct source of conflict. It is the interest of this material to approach this topic from the theoretical-integrative point of view.
Development
When people interact in any context, a social transaction inevitably occurs, in which one person reacts to the other. The study of these transactions has been given the name of Transactional Analysis. This was proposed by Erick Berne in the 1950s as a type of psychotherapy.
The Transactional Analysis starts from the premise that there are in each personality the elements of FATHER, ADULT AND CHILD. People interact with each other from these three different psychological positions known as ego states. All people are considered to work from one of the three and maintain specific language codes in each case.
People who act from the state of the FATHER SELF are usually protective, controlling, stimulating, critical or stimulating. They can dogmatically refer to norms and policies, with words "always", "never", "should", "should", from the global evaluative feedback as "how silly you are", descriptive feedback specifies as "it irritates me that you leave disorganized papers ”, guilty-inducing statements like“ if you respected me….. ”and physical indications like pointing the finger accusatory”.
The FATHER in us can use withdrawal of affection and fundamentally tries to resolve conflicts from the point of view of obligation, making use of the power he has.
The state of the ADULT SELF is expressed in rational, calculating, objective and non-emotional behavior. These people try to improve the decisions by focusing on the questions, they are interested in the how, when, where, they look for concrete facts and information and have objective discussions. They are shown in a variety of phrases such as "I see", "I consider", "from my point of view", "in my opinion". They emphasize problem solving and are cooperative in conflict resolution. In terms of power, he would be considered the ideal manager.
Finally, the CHILD who is in us reflects the emotions developed in childhood stages, behaves carelessly in his posture, looks away or lowers his eyes. He is dependent, spontaneous, creative, competitive and faces conflict resolution through avoidance and flexibility. in the situation.
The conversations we have are a mixture of the three states of the I. Each of them has positive and negative characteristics. Our tone of voice, postures, gestures and facial expressions can reflect in us the state of SELF.
According to the types of transactions that are established, different types of conflicts may or may not appear given within the framework of the relationships. The transactions in which the Ego state of the sender and receiver are compatible in terms of the directionality of the responses and are represented in parallel are the so-called complementary transactions. On the other hand, cross or non-complementary transactions interrupt communication.
How can the interests between supervisor and employee be threatened in the face of a non-complementary transaction? If we had to frame the situation, we would say that interpersonal and at the same time intragroup conflicts can arise. The positions of the members are opposed, which can run wild in a defensive position. In some cases, the child defends himself with words from previous stages such as "I don't care", "do it yourself", and others, to which the manager can respond by making use of the power entrusted to him. Interpersonal conflicts represent a serious problem for the company because they deeply affect the emotions of the individual, there is a need to protect the self-image from possible damage caused by others. Relationships can be at risk and deteriorate.Sometimes temperaments between two people can collide.
Analyzing the matter more deeply, let us see that this case can be conflicts in a psychological order and imply different needs between the parties as well as inequality of power and belonging. They may be related to people's values and their level of information about the issue they defend. For this reason we must analyze each of the positions, interests and needs.
The conflict then becomes an interactional process that has a beginning, development and end situation in which a critical moment intervenes. Let's see that it worsens when the number of people involved increases and when the latter are influenced.
It is an antagonistic and complex process, depending on the number of people involved, the urgency of resolution and the time we have to solve it. But also this process is co / built by the parties. That is, the two people (CHILD-PARENT) construct the problem. They have a shared responsibility as well as their solution based on the different styles of conflict management and resolution.
We can consider in this case the conflict as a dependent variable and the development of the contradictions that occur in the transaction and their consequent differences as an independent variable.
The conflict in this relationship is not the process itself, but all the differences. It generates changes and is substantial in the business environment. To analyze it, time is a fundamental factor to consider.
When the conflict process is long, there are possibilities to analyze it more calmly, but when it is short, events pile up and it becomes more blurred.
The emotional conflicts that occur in this transaction and communication barriers of this type affect the smooth running of the company. Emotional communication barriers cause a psychological distance between people, while emotional conflict makes people perceive their opponents as entities that affect or are about to affect their emotional integrity.
The conflicts of decision are also given in the case of the use of the power of the manager, who perceives his environment as threatening and invades his authority. The perception of power a acquires another nuance of response and the supervisor will enter into a decision conflict.
The transaction between leaders that always occurs from PARENT to CHILD, does not always mark a negative result in terms of labor relations, but it should be noted that when the employee becomes accustomed to a state of I CHILD in his transactions, he does not mature, Nor does it learn to contribute ideas, which does not facilitate decision-making in the organization.
The concept of transaction somehow highlights the responsibility that exists on both sides in the interaction, depending on how employees and managers initiate or respond.
The conflict begins with the reaction of the employees to the employer's decisions and the styles of resolution of the same depends to a great extent on the moment, the circumstances and the content that the conflict itself contains, that is, its essence.
Conflicts in PADRE_ NIÑO transactions can be based on a wide variety of elements such as organizational change, different schemes of people's values, perceptions and opposing points of view, which favor other varieties such as: interpersonal, intragroup, intergroup conflicts and organizational or institutional.
The FATHER's position reaches the solution of conflicts through the use of fear or threat of punishment in the exercise of power. The difference in status in this case creates a communication barrier, and at the same time offers a source in itself of conflict over the use of power, The CHILD's stance is evasive, and they respond flexibly to conflict. They belong to the group of "yes people".
In the case of the ADULT, accurate solutions are sought to resolve and avoid unnecessary or genuine conflicts. This is considered to be the most feasible way to trade.
Trying to communicate Openly as the ADULT does is the best way to be assertive and to reach out to others. If we want to be:
- We must describe the behavior that causes us dislike. More than judging it, exposing it as it is, we must express our feelings so that we can communicate in a more involved way. This shows commitment to what we are saying. We must create empathy, so that the other person knows that we intend to understand them from their point of view. We must try to negotiate change. At this point we show what we want to change about the other person. We must explain the consequences of the change.
The ADULT_ADULT transaction demonstrates acceptance of yourself and others, the other positions are less mature. The important thing is that this posture can be learned and with it also learn to manage conflicts. So we must try to work in that direction.
