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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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Figuring Out the Dynamics of Leadership

Three approaches to leadership help to understand leader efficacy

Functional Concept

Contingency Concept

Distributed Concept

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

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

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

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

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

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.

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

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

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

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

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

What Good Leaders Do

Group members expect leaders to:

Develop the Group

Establish a climate of trust

Develop teamwork and promote cooperation

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

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

Helping Virtual Groups Develop

When possible have face-to-face contact

Nurture online relationships

Model principles behavior

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

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

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