Introduction
Practicing negotiation requires approaching the process from a completely unbiased and objective standpoint. With the specified approach in mind, one will be able to successfully avoid biases and ensure that implicit prejudices do not affect either the parties involved or the decision-making process. To implement an unbiased, objective, and fair negotiation and approach specific issues from a place of honesty and appreciation of the parties involved, one must introduce strategies that allow a leader to assume the role of a mediator. As a result, one will prevent personal perceptions and perspectives from entering the equation (Mhaibes et al., 2019). Specifically, an approach requiring the search for a compromise and prioritizing collaboration and cultural awareness needs to be seen as the most legitimate framework.
Discussion
The importance of refraining from skewing one’s perspective toward a specific position regarding a contentious issue discussed during a negotiation is one of the fundamental requirements for a leader. The specified approach causes the parties involved to approach the problem objectively and consider one another’s perspectives in good faith. For example, when considering a conflict in the workplace, a leader must ensure that the voices of all staff members are heard and that the ideas of staff members from vulnerable groups or communities are represented with the same appreciation and to the same extent as the rest of the employees (Huang & Low, 2022). Additionally, as my experience with addressing conflicts in projects has shown, the negotiation process as a part of the leadership approach should not be focused not on the emotions of the sides participating in the negotiation.
Conclusion
Instead, as a leader in several academic group projects has shown, the focus must remain on the search for a rational solution that will benefit all those involved (Homan et al., 2020). The specified approach allows for maximum inclusion and diversity in the organizational context, which is why it needs to be pursued as a positive leadership strategy.
References
Homan, A. C., GĂĽndemir, S., Buengeler, C., & van Kleef, G. A. (2020). Leading diversity: Towards a theory of functional leadership in diverse teams. Journal of Applied Psychology, 105(10), 1101.
Huang, J., & Low, C. (2022). The myth of the male negotiator: Gender’s effect on negotiation strategies and outcomes. Journal of Economic Behavior & Organization, 202, 517-532.
Mhaibes, H. A., & Al-Janabi, A. S. H. (2019). Negotiation Strategies in Terms of Transformational Leadership: Empirical Design. Journal of Engineering and Applied Science, 14(14), 4882-4895.