Leadership involves the establishment of a clear vision, sharing of that vision with others, providing information and knowledge on methods that help realize the vision and finally coordinating and balancing the conflicting interests of all members and stakeholders (De Dreu, 2015) . Leadership differs from management in that it cannot be taught though it can be enhanced by coaching and mentoring. Managers and leaders play various roles in any organization (Daft & Marcic, 2016) . The roles include interpersonal roles, informational roles, and decisional roles. Under the decisional roles that are most vital, managers-who are the leaders in organizations- are the negotiators, they allocate resources, handle any disturbances and are majorly the entrepreneurs with the objective of profit making in the organization (De Dreu, 2015) . Under the informational roles by organizational leaders, they monitor, disseminate and are the spokespeople of the organization (Pines, 2014) . The third role of the managers involves interpersonal roles that entail playing the leadership role, being the figurehead-performing ceremonial duties- in the organization and playing a pivotal role in liaison with others (Pines, 2014) . Both leaders from the two merging companies need to first have a common understanding of their roles in the merger as well as a common objective (Ollila & Ystrom, 2017) .
Leaders and managers in the organizations may be confronted by various situations that may be deemed unpleasant (Dyer & Song, 2015) . Behavior and the normative theory is a useful alternative to how the managers need to combat the situations. According to this theory, one of the most fundamental roles of any leader is to make decisions (Pines, 2014) . The leaders from the companies should both assume the roles of decision making and facilitate a way in which they come to a consensus f they differ. In decision making, the managers should consider the relative importance of the quality of the decision and the acceptance of the decision n the organization (Daft & Marcic, 2016) . These two factors are essential for the merged leadership to consider. The leader should also use one of the three decision making styles that include autocratic- where little consultation is involved, delegate- where decision making is delegated to other based on their knowledge and experience on the particular area of interest and the last one being participative where the leader makes the decisions jointly with the other team members.
Delegate your assignment to our experts and they will do the rest.
In any merger between organizations, conflict is expected and should be anticipated. Strong opinions and personalities may bring about a conflict in the workplace but are very necessary for leadership and productivity (Dyer & Song, 2015) . Addressing workplace conflicts is essential for employees and leaders who want to succeed individually and as a team. The UWEAR Company and the Paledenim Company have different employees who in the merger have to have a formal dispute process in place (De Dreu, 2015) . This may involve filing a written complaint that may be submitted to a panel of workplace leaders or the manager involved in workplace conflict resolution (Pines, 2014) . Collaboration is also a very viable method of conflict resolution. In the face of conflict, employees can put their differences aside, and the leader selects elements from both sides. It requires shrewd leadership and a willingness to work together. Some conflicts arise from fundamental flaws in a business or the work organization. In the face of such conflicts the organizational change is bes t (Ollila & Ystrom, 2017) . Employees who are frequently central to disputes may be moved or terminated as an additional way in organizational change. The workplace should also have informal processes in place for conflict resolution (Daft & Marcic, 2016) . These methods of conflict resolution do not see to determine the winner or loser but allow workers to find ways of compromise.
For the merger between UWEAR Company and Paledinim, I recommend that all employees are given new job descriptions, assigned to new departments, and the leader’s given roles depending on the departmental assignments. A formal dispute process should be structured and put in place (Ollila & Ystrom, 2017) . Decision making should be assigned to one overall leader and objectives discussed by a panel of leaders. An accountability tea should be assembled from both companies that assess the performance of the global leader.
References
Daft, R. L., & Marcic, D. (2016). Understanding management . Nelson Education.
De Dreu, C. K. (2015). Conflict and conflict management. Wiley Encyclopedia of Management , 1-4.
Dyer, B., & Song, X. M. (2015). The relationship between strategy and conflict management: A Japanese perspective. In Proceedings of the 1995 Academy of Marketing Science (AMS) Annual Conference (pp. 126-132). Springer, Cham.
Ollila, S., & Yström, A. (2017). An investigation into the roles of open innovation collaboration managers. R&D Management , 47 (2), 236-252.
Pines, E. W., Rauschhuber, M. L., Cook, J. D., Norgan, G. H., Canchola, L., Richardson, C., & Jones, M. E. (2014). Enhancing resilience, empowerment, and conflict management among baccalaureate students: outcomes of a pilot study. Nurse Educator , 39 (2), 85-90.
