copyright c 2006 oxford university press 1 chapter 10 providing leadership in groups defining...

Copyright c 2006 Oxford University Press

1

Chapter 10

Providing Leadership in Groups

Defining leadership The use of positive interpersonal

influence to help a group attain a goal Leadership is both a process and

property Many members can provide leadership Communication is key


2

Caveats of Leadership

1. If others don’t respond to your leadership attempts, you are not the leader

2. Being appointed head, chair, or leader will not guarantee that you will influence others

3. Leadership and power are not synonymous

4. A leader cannot do everything for a group


3

Members’ Expectationsof Leaders

1. To encourage participation of all members

2. To keep the group organized• Talk about procedures

• Facilitate and summarize discussion

3. Develop and maintain harmony by managing conflicts

4. Play the role of critical advisor


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Repertoire ofLeadership Behaviors

Procedural behaviors• Coordinate group activities

• Help the group function Analytical or task behaviors

• Assess and evaluate group discussions Social or relational behaviors

• Help members cooperate

• Address relational development


5

Becoming a Leader

Appointed by someone external to the group Elected by group members Emerges over time

• Members assess who is leader-worthy

• Communication style is key

• Group may support a leader’s emergence OR

• Group allows a leader to emerge because they are passive


6

Leadership Communication Competency

Task competencies• Facilitate group deliberations and discussions

Relational competencies• Interaction management

• Expressiveness

• Other-orientation

• Relaxation

Technical competencies• Not necessarily an expert


7

Gender Diversity and Leadership

Females more likely to lead in relationally-oriented groups

Males more likely to lead when groups are task-oriented

Once leader role is established, male and female leaders differ only slightly• Both men and women can be effective

leaders


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Situational Leadership® Model

Four styles based on:• Amount of task direction a leader gives

• Amount of relational support a leader provides

• Readiness level of members in performing group tasks

Each style can be effective if leader selects a style relative to the task and relational contingencies of the group


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Telling Leadership Style

High task, low relationship Best with unable and unwilling members Leader’s roles

• Help the group get started

• Clarify its purpose

• Define its goals

• Keep it on track


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Selling Leadership Style

High task, high relationship Best with willing but unable members Leader’s roles

• Act as a role model

• Ask questions and encourages responses

• Help develop alternatives

• Advocate for possible solutions


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Participating Leadership Style

High task, low relationship Best with able but unwilling members Leader’s roles

• Enhance group commitment

• Encourage involvement of all

• Synthesize for group

• Facilitate problem solving


12

Delegating Leadership Style

Low task, low relationship Best with willing and able members Leader’s roles

• Attends to group members’ needs

• Listens

• Show interest

• Take notes


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Choosing a Leadership Style

Effective leader chooses style by diagnosing

• Complexity and newness of task

• Assessing readiness level of members Leader adapts style to group Consider how much

• Structure the group requires for effective discussion

• Relational communication group members require

Leader should be flexible to change style as group matures


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Transformational Leadership

Expressive person whose communication

• Persuades

• Influences

• Mobilizes others

Builds a vision with which others can identify

• Communicates a sense of urgency and utility

Does not rely on position of power or rewards

more


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Characteristics of Transformational Leaders

Charismatic

• Have confidence in their communication

• Conviction in their beliefs and ideals

Communicate high expectations

Intellectually stimulating

Give special attention to each member


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Enhancing Leadership Ability

Are you knowledgeable about leadership issues?

Can you perform a variety of leadership behaviors and functions?

What kind of impression do you make as a leader?

Can you balance task and relational concerns of the group?

copyright c 2006 oxford university press 1 chapter 10 providing leadership in groups defining...

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