Final Paper
Applying Leadership Principles
Chapter 10
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Leadership and Leaders
Myths about Leadership
Figuring Out the Dynamics of Leadership
What Good Leaders Do
Encouraging Distributed Leadership
Ethical Guidelines for Group Leaders
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Leadership and Leaders
All groups members provide leadership
The use of communication to modify attitudes and behaviors of members to meet group goals and needs is leadership
Accomplished through communication
Helps the group achieve shared goals
Allows for adaptation to changing conditions
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Leadership defined: The use of communication to modify attitudes and behaviors of members to meet group goals and needs
Leadership is accomplished through communication
Leadership consists of those behaviors that help the group achieved shared goals
Group leaders must be adaptable to the changing conditions of the group
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Leadership and Leaders
When group members attempt to modify behaviors they use influence; the use of interpersonal power to modify the actions and attitudes of members
Sources of power and influence are varied
Legitimate Power is the use of influence based on a member’s title or position in the group
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Influence defined: The use of interpersonal power to modify the actions and attitudes of members
Legitimate power defined: Influence based on a member’s title or position in the group
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Leadership and Leaders
Sources of power and influence are varied
Reward power is derived from someone’s ability to give members what they want and need
Punishment power is derived from someone’s ability to take away what members want and value
Coercion is the use of threats to make a member comply
Expert power stems from someone's perceived knowledge or skill
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Reward power defined: Influence derived from someone’s ability to give members what they want and need
Punishment power defined: Influence derived from someone’s ability to take away what members want and value
Coercion defined: Using threats or force to make a member comply
Expert power defined: Interpersonal influence that stems from someone’s perceived knowledge or skill
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Leadership and Leaders
Sources of power and influence are varied
Referent power comes from a person’s likeability
Information power is based on a person’s ability to control information
Ecological power stems from ability to manipulate the logistics of the task and physical environment of the group
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Referent power defined: Influence due to a person’s ability to be liked and admired
Information power defined: Degree of control a person has over information
Ecological power defined: Indirect influence derived from a person’s ability to control how work is organized and the physical environment of the group
A leader’s power usually stems from a combination of these influences
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Leadership and Leaders
Group leaders will rely on numerous sources of power to provide leadership to the group
A leader is any person in the group who uses interpersonal influence to help the group achieve its goals
All individuals should provide leadership
A leader does not need a title
Communication is the process by which somebody provides leadership
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Leader defined: Any person in the group who uses interpersonal influence to help the group achieve its goals
All members of the group can and should supply some of the needed leadership to the group
A leader does not need to hold a particular title or office
Communication is the process through which a person actually leads others
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Leadership and Leaders
There are two types of leaders
A designated leader is an appointed or elected leader whose title identifies him or her as leader
An emergent leader is one who starts out with the same status as other members but gradually emerges as informal leader in the eyes of other members
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Designated leader defined: An appointed or elected leader whose title (chair, president) identifies him or her as leader
Emergent leader defined: A person who starts out with the same status as other members but gradually emerges as an informal leader in the eyes of the other members
Studies suggest that communication relevant to the group’s task is the one factor that significantly predicts leadership emergence
Some other behaviors related to leadership emergence are: effective listening, self-monitoring, being extraverted and sociable, and intelligence.
Biological sex is less of a predictor of leader emergence than psychological gender, for example, task-oriented women emerge as group leaders as often as task-oriented men.
In mixed-gender groups, masculine and androgynous members emerged as leaders more often than feminine and undifferentiated members
Groups choose leaders based on performance
Emergent leaders influence primarily through referent, expert, reward, informational, and ecological power
The person who emerges as a leader in one group may not emerge as a leader in another group
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Leadership and Leaders
Leaders emerge in various ways
All members initially have potential to be leaders
Members who don’t talk are immediately discounted
Members who are bossy are next to be eliminated
People who speak up, informed, open to ideas, and sensitive to others tend to emerge as leader
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Emergent leader defined: A person who starts out with the same status as other members but gradually emerges as an informal leader in the eyes of the other members
Studies suggest that communication relevant to the group’s task is the one factor that significantly predicts leadership emergence
Some other behaviors related to leadership emergence are: effective listening, self-monitoring, being extraverted and sociable, and intelligence.
Biological sex is less of a predictor of leader emergence than psychological gender, for example, task-oriented women emerge as group leaders as often as task-oriented men.
In mixed-gender groups, masculine and androgynous members emerged as leaders more often than feminine and undifferentiated members
Groups choose leaders based on performance
Emergent leaders influence primarily through referent, expert, reward, informational, and ecological power
The person who emerges as a leader in one group may not emerge as a leader in another group
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Leadership and Leaders
Some characteristics that are related to leadership are:
Effective listening
Self-monitoring
Extraversion
Intelligence
Despite assumptions that men emerge as leaders more than women, studies show this biological sex is not an indicator of leader emergence
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Myths about Leadership
Myth One: Leadership is a personality trait that individuals possess in varying degrees
No set of traits that leaders hold
This assumes all leadership situations require same set of traits
Traits are not always innate
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Leadership is a personality trait that individuals possess in varying degrees
No trait differentiates leaders from members
Not all leadership situations call for the same trait
Leadership consists of behaving in ways that can be learned
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Myths about Leadership
Myth Two: There is an ideal leadership style, no matter the situation
There are various leadership styles that may be appropriate in different situations
See Table 10.2, Page 260
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Myths about Leadership
| Styles of Leadership | |
| Autocratic | Decisions made solely by the leader (task focused) |
| Democratic | Decisions made in consultation with group (task and socioemotional) |
| Laissez-Faire | Passive, hands-off attitude |
| Transactional | Exchange of resources between leader and followers |
| Tranformational | Leader inspires follower to act beyond self-interests |
| Charismatic | Leader has perceived extraordinary qualities |
Table 9.2, Page 260
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Autocratic leaders are primarily task-oriented people who personally make the decisions for the group
High autocratic leaders can stifle group members who are expert, creative and enthusiastic
High autocratic leaders’ groups can be very productive
Democratic leaders want all the group members to participate in decision making
Members of groups with democratic leaders tend to be more satisfied and participate more actively
These members also tend to demonstrate more commitment to the group’s decisions and are more innovative
Laissez-Faire leaders have an extreme hands off approach to leadership
Laissez-Faire led groups tend to waste time without the structure provided by other leader types
Only groups of highly motivated experts tend to be more productive and satisfied with laissez-faire leaders
Transactional leadership involves a leader’s willingness to trade or exchange one resource for another
Transformative leadership involves a leader’s ability to inspire followers to act toward a greater good beyond their own self-interests
Charismatic leadership is focused on the leader and his/her extraordinary qualities that move followers to act
Suggesting that one leadership style is beneficial overlooks the complexities of groups as open systems, it also assumes a particular group will have the same needs – these are not helpful to understanding how leadership works in the group
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Myths about Leadership
Myth Three: Leaders get other people to do the work for them
Telling somebody what to do doesn’t ensure task completion
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Figuring Out the Dynamics of Leadership
Three approaches to leadership help to understand leader efficacy
Functional Concept
Contingency Concept
Distributed Concept
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Figuring Out the Dynamics of Leadership
The Functional Concept relies on the idea that groups need to have certain functions performed, and all group members can and should perform these functions
Assumptions of the approach:
Task and People related functions need to be performed
All group members must perform these functions
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Functional concept defined: Groups need to have certain functions performed, and all group members can and should perform needed functions
This approach requires leaders to diagnose what functions are needed and to supply them
This approach also assumes that all members can learn a variety of behaviors and can function as leaders in certain circumstances
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Figuring Out the Dynamics of Leadership
The Contingency Concept relies on the idea that features of the situation determine appropriate leadership behavior
Leaders look at many things before determining best leadership approach
Leaders should look at member maturity/readiness
Based on this leaders will:
Tell – specific instructions
Sell – instructions with support
Participate – facilitate
Delegate – gives responsibility to group
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Contingency concept defined: Features of the situation determine appropriate leadership behavior
Leaders should consider several factors before deciding on the specific leadership services appropriate for the group
Type of task
How well the members work together
How well the members work with the leader
Hersey and Blanchard’s model of situational leadership will help leaders to recognize which situation calls forth which leadership style
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Figuring Out the Dynamics of Leadership
Distributed leadership is based on the idea that each group member can and should provide leadership services
Leaders and members set the tone of the group
There is often a push/pull of desire to be involved and desire to work alone
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Distributed leadership defined: Each group member can and should provide leadership services to a group
Leadership activity by all members has been found to be more related to productivity than activity of the designated leader alone
Tensions arise, two such tensions are control from the leader and control from the group as well as the tensions between the demand of task work and nontask work
When discussing control it is important to remember we are talking about a constant flux of when to let the group operate on its own and when the leader should provide guidelines for operating.
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Figuring Out the Dynamics of Leadership
Four Areas of Leadership Competence in Virtual Groups
Leadership is key to virtual success
Virtual group leaders have to carefully manage meetings
Virtual group leaders do not lose sight of the social dimension of their group
Virtual group leaders use multiple technologies in their group work
Table 10.3 page 268
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What Good Leaders Do
Establish the group’s goal
Mold the members into a team
Maintain an eye on the task and progress toward that task
Encourage members to assume leadership responsibilities
Do not take leadership for granted
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What Good Leaders Do
Group members expect leaders to:
Perform Administrative Duties
Plan for meetings
Follow up on meetings
Manage written communication
Agenda/Minutes
Lead Group Discussions
Initiate discussion
Structure discussion
Equalize opportunity to participate
Stimulate creative/critical thinking
Foster meeting to meeting improvement
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Planning for Meetings
Define the purpose of the meeting and communicate it clearly to the members
Make sure members know the place, starting time, and closing time for the meeting
If special resource people are needed at the meeting, advise and prepare them
Make all necessary physical arrangements
Following up on Meetings
Keep track of member assignments
Serve as liaison with other groups
Managing the Group’s Written Communication
Agenda defined: list of items to be discussed at meeting
Keep personal notes
Keep group records
Minutes defined: Formal notes recording what occurs at each meeting
Without written records, members will misremember what was reported and disagree about what they decided
Keep a permanent file copies of group written material
Initiating Discussions
Help reduce primary tensions, especially with new groups
Briefly review the purpose of the meeting, the specific outcomes desired, and the area of freedom of the group
Give members informational and organizational handouts
See that special roles are established as needed
Suggest procedures to follow
Ask a clear question to help members focus on the first substantive issue on the agenda
Structuring Discussions
Keep the group goal-oriented; watch for digressions and topic changes
Put the discussion or problem-solving procedure on the board or in a handout
Summarize each major step or decision
Structure the group’s time
Bring the discussion to a definite close
Equalizing Opportunity to Participate
Address your comments to the group rather than to individuals
Control dominating or long-winded speakers
Encourage less-talkative members to participate
Avoid commenting after each member’s remark
Bounce questions of interpretation back to the group
Remain neutral during arguments
Stimulating Creative Thinking
Suggest discussion techniques that are designed to tap a group’s creativity
When the flow of ideas has dried up, encourage the group to search for a few more alternatives
Discuss the components of a problem one at a time
Watch for suggestions that open up new areas of thinking, then pose a general question about them
Force an alternative perspective or switch senses
Stimulating Critical Thinking
Encourage group members to evaluate information and reasoning
See that all group members understand and accept the standards, criteria, or assumptions used in making judgments
See that all proposed solutions are tested thoroughly before they are accepted as final group decisions
Establish a devil’s advocate individual or competing subgroups to poke holes in potential solutions
Fostering Meeting-to-Meeting Improvement
Review personal notes of the meeting
Decide how the meeting could have been improved
Establish specific improvements as goals for the next meeting
Adjust behavior accordingly
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What Good Leaders Do
Leading Virtual Group Discussions
Know how to use computer tools
Support equitable participation
Monitor your own behavior
Table 10.5 page 282
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What Good Leaders Do
Group members expect leaders to:
Develop the Group
Establish a climate of trust
Develop teamwork and promote cooperation
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Establishing a Climate of Trust
Establish norms that build trust
Function as a coordinator rather than a dictator
Encourage members to get to know each other
Developing Teamwork and Promoting Cooperation
Speak of us and we, rather than I and you
Develop a name or another symbol of group identification
Watch for evidence of hidden agenda items that conflict with group goals
Use appropriate conflict management approaches and procedures
Share rewards with the group
Lighten up; share a laugh or joke with the group
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What Good Leaders Do
Helping Virtual Groups Develop
When possible have face-to-face contact with members
Nurture online relationships
Model principled behavior
Table 10.6, page 285
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Helping Virtual Groups Develop
When possible have face-to-face contact
Nurture online relationships
Model principles behavior
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Encouraging Distributed Leadership
Distributed leadership can be challenging, but the benefits to the group are immense
To encourage member leadership responsibility:
Be perceptive
Adapt your behavior to group needs
Focus on task rather than social
Balance participating with listening
Express ideas clearly
Be knowledgeable about group processes
Be willing to plan, improvise, and adapt
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Ethical Guidelines for Group Leaders
Do not lie intentionally
Place concern for group ahead of own
Be respectful and sensitive
Stand behind other members as they carry out decisions
Treat members with equal respect
Establish clear policies
Follow the group rules
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summary
Leadership and Leaders
Myths about Leadership
Figuring Out the Dynamics of Leadership
What Good Leaders Do
Encouraging Distributed Leadership
Ethical Guidelines for Group Leaders
Copyright © 2015 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.