Leading a team to develop a new hris

Harry Starker: with over 20 years in the company, he is the most experienced individual on the team in terms of understanding the company, its history and vision. Thus, on that area, he falls under level D4 where he is a self-reliant achiever and possesses expert power. However, this might not be the case on other areas such as on experience as a HR manager, education and people skills. ii. Tanisha Downey: Despite having only 5 years of experience working in the company, she is a seasoned HR manager where she has served in senior positions in her previous companies. Sammy Bossanova: He has little experience on the company and little is known about his experience before joining the company. However, from his name, he is likely to be a native of Western Europe hence has a good grasp of the unique cultures of people with a western European heritage.

Thus, on experience, he is likely to be on level D3. However, he has a stronger experience of Western Europe than any other person on the team hence can provide some substantial input on Western Europeans from his personal experiences. Nonetheless, he seems to have impressed the company through his mannerism hence his power is more likely to be referent. Therefore, my understanding of HRM from an academic and experience standpoint, I am most likely at level D3. My power in this case is referent as I more likely to have impressed the company through other qualities beyond academics or experience. That being noted, the group can be regarded as highly experienced on issues of HRM and as aforementioned, it falls on level D4 when all the skills and experiences of the members are combined.

Therefore, delegation might seem as the most ideal leadership style for the group. However, from the model, it is essential to note that it might vary given the uniqueness of the challenges and individuals. For instance, a team member like Jacqueline Chirac has extensive experience in HRM in addition to her education in law. On the other hand, I barely have half her of her experience and my success in the company appears not to have been based on meritocracy. Another source of conflict might be from Harry Starker who has been in the company for over 20 years. Being a veteran in the company, he might consider himself as highly committed and loyal hence believe that he deserves to be given priority to lead the team as a reward. Thus, he is likely to be apprehensive of being led by a person with just 7 years of experience in the company.

Hence, an important conflict mitigation strategy during this time will be to give in to the ideas raised by all members. This will also create room for collaboration among members which is another strategy in conflict resolution. Thus, members would more likely have an open discussion of the proposals from all members where I will also participate and assist in finding a consensus. This further ensures that even the least experienced members do not feel left out or the most experienced members feel like they are making the biggest contribution (Pardey, 2012). Another strategy is to encourage compromise from all members. Thus, at this stage, it will be important to evaluate how each member is progressing on the individuals tasks delegated to each. This then directs the ideal leadership style for each person whereby the further a person is from the goal will influence my input.

For instance, a member might have overstated their understanding and ability to undertake a particular task which influences my decision to delegate a task. However, when they admit that they have challenges which are contributing to a delay, I will opt for a directing or coaching style. This ensures that I give the member some level of guidance until they can be at a positon to take independent actions (Hersey, 1997).