SEEU Review vol. 6 Nr. 2 (pdf) - South East European University

SEEU Review Volume 6, No. 2, 2010the problem, and influenced him to take corrective measures. The employeeshelp one another in the hopes that this kindness will be returned. Byperforming favors and offering general assistance and advice, the employeesmake each other feel obligated to return the favor.In a collectivist organization, decisions and actions are developed throughparticipative dialogue in order to achieve action through consensus. Thisseems to be the most widely held perspective and use of power in the systemI observed. Dialogue seems to be even more important than the exertion ofpower. According to Eisenberg (1994), “empowerment can exist withoutconflict,” only through the promotion of dialogue. This can be achieved first,through providing equal opportunities to all organizational members topresent their ideas and opinions on important issues. Second, throughshowing empathy for different ideas, opinions, and worldviews, and finallythrough considering the personal feelings and experiences of organizationalmembers as legitimate in making decisions. The above examples illustrateEisenberg’s theory and are proof that dialogue is promoted in this system.In my observations, I did not get the feeling that any kind of formalconflict was present in the system. Perhaps this is because of the advantagesof promoting dialogue, as suggested by Eisenberg.To describe the leadership of the director of the system, I utilize twomajor theories of leadership style, such as those of Lippitt & White (1960)and of Blake & Mouton (1964, 1985).According to Lippitt & White (1960), leaders fall into one of threemanagement styles: democratic, autocratic, and laissez-faire. The director ofthe system exhibited a democratic leadership style. The democratic leaderallows group input and group decision making. Decisions are made by fairand equitable voting. His leadership style becomes apparent during most ofhis interactions with the employees. First, employees participate in thecreation of the agenda for staff meetings. This is an opportunity for them toprovide input as to which issues they would like to address. Also, duringstaff meetings the director asks for input from the subordinates. Employeesfeel comfortable asking questions and offering suggestions to fellowcoworkers. The director offers guidance during democratic discussion of theissues. Eventually, decisions are reached which satisfy all employees.Aside from behavioral aspects of leadership, it is important to noteattitudinal aspects as well. According to the Blake & Mouton (1964, 1985)model, the CIP director falls into the team management leader. This meansthat he is concerned with both people and performance. He sets a good89