This document explores leadership tools and their impact on interpersonal relationships within organisations. It focuses on communication techniques, including active listening and the four-sides model, to improve interactions and resolve conflicts. Different conflict resolution strategies, such as negotiation and the Harvard concept, are examined. The text also addresses the use of recognition, criticism, and sanctions as tools to manage employee behaviour, emphasising their importance in shaping a productive work environment. Finally, it highlights the importance of considering individual differences and contextual factors when employing these methods.

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