Chapter  7

LEADERSHIP

•      “Leadership – an influence process through communication which is directed toward group goal achievement.”      - Marvin Shaw

•      A function of group process rather than a series of traits residing in an individual

•      In other words, there is no such thing as a leader apart from some particular group          

LEADER

•      Leader refers to the person who either is appointed or emerges from membership to lead by directing or influencing the group.

•      Leader  - the person who performing the function of leadership in a particular context

Designated  vs. Emergent

•      Designated leader  - One who is appointed to lead.

•      Emergent Leader – Influences the members in their effort to carry out their task. 

SHARED  LEADERSHIP

•      When no single person takes responsibility to lead

•      Each member may take on a different role

–    Managing conflict

–    Help group move through decision

–    Encourage all members to participate

Power

•      Used to exert influence on group

•      Affects the goals and accomplishments of a group

•      Governs behavior

•      Regulates resources

•      Group members perception of power important as they determine variables that influence group

SIX SOURCES OF POWER

•    Reward Power

•    Punishment power

•    Legitimate power

•    Referent power

•    Expert Power

•    Coercive Power

REWARD POWER

•    The influence that comes from a person’s ability to provide benefits that another person values

PUNISHMENT POWER

•      Withholding benefits or subjecting membership to unpleasant situations

(Examples: frowning, showing disapproval,, withholding pay, demotion,

LEGITIMATE POWER

•    The influence a person has as a result of being elected or selected to direct others.

REFERENT POWER

•      The influence a person has because others identify with or are attracted to the person

–   It is called Charisma if this power is strong

–   Members work harder to please leader

–   May cause members to eliminate leader

–   The more a leader is admired and respected,

    the more referent power the person has

EXPERT POWER

*Influence based on what a person knows or for the abilities they have

•     May be an organizer

•     Has a good deal of task knowledge

•     Exists when group members consider a person to be qualifies in  a certain area

COERCION POWER

•      The authority to either negate positive consequences or deliver negative consequences.

•      Does not work well

•      Coercion breeds resentment

STYLES OF LEADERSHIP

•    Authoritarian

•    Democratic

•    Laissez-faire

AUTHORITARIAN

•      Relies on legitimate. Coercive, and reward power to influence others

•      Leader may be aggressive, parental, or dictatorial

•      This style of leadership may cause workers to be unproductive and apathetic when leaders back is turned

•      Members not a part of Decision making process – become resentful

DEMOCRATIC

•      Leader shares decision making with members

•      Members more satisfied with group experience

•      Members feel validated

•      Members more motivated

•      Best of the styles of Leadership

LAISSEZ-FAIRE

•      Leader exerts little if any influence on group

•      Members rely on each other for direction

•      Frustration of members results

•      Lack of productiveness

LEADERSHIP EMERGENCE

•      1^st Phase – At least half of group eliminated from leadership consideration                    due to:

                                * being uninformed

                                * being irrational

* being extremely dogmatic      

LEADERSHIP EMERGENCE

•      2^nd Phase – Struggle for leadership among those who remain in contention.

There are four distinct patterns or Scenarios in this process

Scenario  #1

–  Pattern relatively free of conflict

–  Leader candidate picks up support from members

–  Members provide a great deal of emotional support for leader candidate

•      Scenario #2

–  Takes place when second leader candidate picks up a supporter (lieutenant)

–  Produces intense conflict between 2 potential leaders

–  When one leader emerges it is best to enlist help of the challenger.

•      Scenario  #3

–   Witnessed in a group confronted by a crisis

–  Person with skills emerges to deal with the crisis

–  Urgency of crisis issue is the driving force in forcing leader emergence

•    Scenario  #4

–   Describes path to group failure

•   No clear candidate

•   Leader relatively weak or neutral

•   Emergence of a series of leaders who serve briefly

– Problem with this is that each leader has some important defect that doesn’t allow them to be the leader

How to Emerge as a Leader

•      If you wish to emerge as a leader, say so

•      Talk often

•      Locate self physically toward center of group

•      Know what you are talking about

Characteristics of an Effective Leader

•      Well Informed

•      Provide Direction and Structure

•      Skillful Communicators

•      Adapt Leadership Style to Meet Needs

•      Provide Consideration in Addition to Structure

•      Adapt Democratic Style

•      Manage Complexity

Improving Leadership Style Five Major Areas

•      Prepare to Lead Meetings

•      Structure and Guide the Meeting

•      Stimulate Creative and Critical Thinking

•      Manage Conflict

•      Promote Group Cohesiveness

Leader As Administrator

“To fail to plan - is to fail.”

Before meeting, check the following:

•      Define purpose of meeting

•      Establish date, place and starting and ending times for meeting

•      Prepare special resources if needed

•      Make necessary physical arrangements

•      Notify members of agenda – request input

Equalize Opportunity to Participate

To ensure no show-hogging or withdrawal:

n     Address comments and questions to group rather than individuals – eye-contact

n     Give all equal opportunity to speak

n     Listen with real interest to infrequent speaker, encourage others to do likewise

n     Avoid commenting after each remark

n     Bounce requests for opinion to group

n     Remain neutral during arguments