LeadershipStatusPower

AGENDA

• Leadership– Leadership exercise– Leadership Styles: The good, the bad, and

the ugly!– The importance of using an effective

leadership style– The key elements for motivating teams– Steps to improving leadership in

organizations– Theories concerning leadership skills

“The successful organization has one major attribute that sets it apart from unsuccessful organizations: dynamic and effective leadership.”

P. Hersey and K. Blanchard

LeadershipLeadership Groups/teams need effective leadership

Effective leaders perform combinations of the tasktask and maintenancemaintenance roles and demonstrate role versatility Designated leader

– person given the authority Achieved leader

–effective leadership without being appointed

Leadership Defined

• Leadership is the ability to influence others, either positively or negatively. – Positive: facilitation of task accomplishment– Negative: task accomplishment inhibited.

• Leaders – emerge naturally– appointed/hired for the position, or task.

• The key role for the leader is setting the context, or the environment

Management vs. Leadership

• Management – focused on the control of existing

operations/functions

• Leadership– strategic and visionary– The primary role of the leader, is to guide the

team towards a future, strategically defined goals and objectives.

Theories of LeadershipTheories of Leadership Trait theoryTrait theory – leaders are people who were

born to lead Special built-in, identifiable leadership traits

Functional theoryFunctional theory – several group members should be ready Any task or maintenance activity can be

considered leadership

Situational LeadershipSituational Leadership • A theory that stipulates that leadership is situation

dependent. • The leadership style used is dependent upon the needs

of the team, the individual, or in response to a particular problem.

• Can be affected by the nature of the problem, social climate, personalities of group members, size of the group, and time available to accomplish the task

• Adapting leadership style to the need of the group. Requires the ability to accurately assess the situation and react appropriately.

• This style of leadership employs the type Y, autocratic/controller, laissez-faire, democratic leadership styles as they are perceived to be needed by the team, or individual members.

Group Exercise

• Split into four equal teams• The team process is important to this

exercise, so everyone must participate.• Follow the instructions of your leader

carefully.• Using the provided Tinker Toy sets, your

team will have five minutes to build something that works…does something…has a purpose.

Leadership Exercise

• What happened in your groups?– Was the leadership effective?

• Why/Why not?

– What characteristics did the leader of your group display?

– What would have worked better?

– How did the leadership style impact the end result?

Leadership Styles

• Autocratic/controller• Laissez-faire• Democratic leadership

• Type X The Performer• Type Y The Transformer

Autocratic/Controller Leader • Controls ALL aspects of the process to ensure end result is

predictable. • Individual team member assignments can be limited, or

specific in nature• Team needs are secondary to the leader’s needs. • Responsibility is not shared. • Decisions are made by the leader only. • Motivation is through fear or intimidation• Highly productive team, but when leader is away, no work

occurs• Sabotage could occur with this type of group• Teams with autocratic/controlling leaders are often more

aggressive, or apathetic (depending on the group)

Generals/Admirals in the armed forces must be controllers to win wars

Size of group might require this leadership style

Laissez-faire Leader • Complete freedom for group or individual decision;

minimum of leader participation• Leader supplies various materials, making it clear

that information will be supplied only when asked by the group, or its members

• Compete nonparticipation of leader• Leader makes infrequent, spontaneous comments

on member activities unless questioned; makes no attempt to appraise or regulate course of events

• Often uses “hallway delegation” to assign tasks• Teams with this type of leader are less satisfied with

the group as a whole, and what is produced as a result of their work

Democratic Leader • Democratic process where all participants have

equal voice. • Information is freely shared. • Authority is delegated and responsibility is shared

by all members.• Individual team assignments are often complex,

giving the team member a feeling of contribution to the team goal.

• When the leader is away, work continues to occur. • Best in small group situation where collaborative

work is allowed and time is available• Teams with this style of leader report more

satisfaction with the process and task. Team work is more functional and positive in nature. Each person feels productive and part of the success of the team

Leadership Styles Quiz

The assumption we make about how people work together influences the type of leadership style we will adopt. The next slide will list eight assumptions that a leader might make about how and why people work. Choose the four with which you are most comfortable.

1. The average group member will avoid working if he/she can do so.

2. The average group member views work as a natural activity.

3. The typical group member must be forced to work and must be closely supervised.

4. The typical group member is self-directed when it comes to meeting performance standards and realizing group objectives.

5. A group member should be threatened with punishment to get him/her to put forth an adequate effort.

6. A group member’s commitment to objectives is related not to punishment, but to rewards.

7. The average person prefers to avoid responsibity and would rather be led.

8. The average person not only can learn to accept responsibility, but actually seeks responsibility.

• If you picked the odd-numbered items in the previous list, you represent the type X leader

• If you picked the even-numbered items in the previous list, you represent the type Y leader

So…what’s the difference?

Leadership Styles

Type X - “The Performer”Type X - “The Performer”–a “transactional” leader who does not trust group members, and are not concerned with their personal achievement

Type YType Y - - “The Transformer”“The Transformer”– more of a risk taker, more trusting of the group, and is concerned with their personal achievement

Type X Leader • A leader who does not trust team members

to work and is unconcerned with the personal achievement of team members.– Does ALL of the work because no one else can do

it as fast, or as well as him/her– No confidence in the ability of the group. Only

concerned with their own grade, or evaluation and not willing to have that compromised by group failure to perform. The group lacks confidence, since the leader communicates to them their lack of ability to perform up to standard.

– Reactive leadership that often responds to problems in a punitive manner

Emergency situations require performers

Type Y Leader

• A leader who displays trust in team members and is concerned with their sense of personal achievement.– Transformational leaders: – are more of a risk taker– more trusting of the group, and are concerned

with each person’s personal achievement– Proactive-not reactive– Charismatic leadership that inspires exceptional

performance

Task LeadershipTask Leadership

• A group leader has the responsibility to keep the A group leader has the responsibility to keep the members on-task. members on-task.

• Initiating: Generating ideas to solve problemsInitiating: Generating ideas to solve problems• Coordinating: Communicative behavior that helps a Coordinating: Communicative behavior that helps a

group explore the contributions of each member and the group explore the contributions of each member and the value of those contributions to the whole.value of those contributions to the whole.

• Summarizing: The ability to make long explanations Summarizing: The ability to make long explanations precise, and reduce group uncertainty concerning the precise, and reduce group uncertainty concerning the problem and its solution.problem and its solution.

• Elaborating: Exploring ideas that are presented to their Elaborating: Exploring ideas that are presented to their fullest.fullest.

  

 Process LeadershipProcess Leadership

• Tension release: Knowing when to work, and Tension release: Knowing when to work, and when to take a breakwhen to take a break

• Gate keeping: Coordinating the discussion to Gate keeping: Coordinating the discussion to ensure all members can express their views. ensure all members can express their views.

• Encouraging: Recognizing individual Encouraging: Recognizing individual contributionscontributions

• Mediating: Managing conflict and keeping it Mediating: Managing conflict and keeping it issue oriented, rather than person-oriented.issue oriented, rather than person-oriented.

   

Does Leadership Style Really Make a Difference?

• Superman style outdated• Today’s leader

– leads a team– decisions collectively– common good of organization

is key

Eastern Philosophy of Leadership

“The wicked leader is he who the people despise.

The good leader is he who the people revere.

The great leader is he who the people say ‘We did it ourselves.!’”

End of Presentation

AGENDA

– Review: Leadership– Status– Power– Trust– Primary/Secondary Tension– Improving group communication

Leadership

• What did you learn last session about leadership?– Why is having an effective

leader important to a group, or an organization?

– What are the theories associated with leadership?

• Why are these important to understand?

Leadership Defined

• Leadership is the ability to influence others, either positively or negatively. – Positive: facilitation of task accomplishment

– Negative: task accomplishment inhibited. • Leaders

– emerge naturally– appointed/hired for the position, or task.

• The key role for the leader is setting the contextsetting the context, or the environment

Management vs. Leadership

• Management – focused on the control of existing

operations/functions

• Leadership– strategic and visionary– The primary role of the leader, is to guide the

team towards a future, strategically defined goals and objectives.

StatusStatus

• Status is an individual’s importance to the group

• High Status

• Low Status

• Status Achievers

• Status Seekers

High StatusHigh Status

• Shown more deference Shown more deference – Are listened to more oftenAre listened to more often– Asked for advice more oftenAsked for advice more often– Rewarded with greater share of goodsRewarded with greater share of goods

• Bigger car/office/salaryBigger car/office/salary– Receive more recognition for contributionsReceive more recognition for contributions

• High Status group members talk more often to High Status group members talk more often to other high status members/total groupother high status members/total group

• Are more likely to have a leadership role-person Are more likely to have a leadership role-person with the highest status is usually the leaderwith the highest status is usually the leader

• Have more influence on the process than low Have more influence on the process than low status membersstatus members

Low StatusLow Status

• Direct conversation to high status, not low Direct conversation to high status, not low status group members.status group members.

• Communicate more positive messages to Communicate more positive messages to high status membershigh status members

• More likely to complain about the task they More likely to complain about the task they have been assigned (victim mentality)have been assigned (victim mentality)

• Are more likely to have comments ignoredAre more likely to have comments ignored

• Communicate more irrelevant informationCommunicate more irrelevant information

Power BasesPower Bases• Legitimate PowerLegitimate Power

– Those elected/chosenThose elected/chosen

• Referent PowerReferent Power– Those we allow to have power because we admire Those we allow to have power because we admire

themthem

• Expert PowerExpert Power– Those with knowledge/experienceThose with knowledge/experience

• Reward PowerReward Power– Those able to reward other’s performance (grades)Those able to reward other’s performance (grades)

• Coercive PowerCoercive Power– Those able to use threats/blackmailThose able to use threats/blackmail

Power/Status and GenderPower/Status and Gender

• Do men and women Do men and women have different power have different power bases in our society?bases in our society?

• How does culture How does culture impact the issue of impact the issue of power/status and power/status and gender?gender?

TrustTrust

• Trust must be earnedTrust must be earned

• Trust develops when you can predict how Trust develops when you can predict how another will behave under certain another will behave under certain circumstances-and they do as expectedcircumstances-and they do as expected

• Trust is always a gambleTrust is always a gamble

• Previous experiences in small group Previous experiences in small group settings will influence how you are able to settings will influence how you are able to trust others to do tasks as agreedtrust others to do tasks as agreed

Self DisclosureSelf Disclosure

• The deliberate communication of The deliberate communication of information about yourself to others.information about yourself to others.

• Should be appropriate for the time, setting Should be appropriate for the time, setting and people in the groupand people in the group

• It is a function of an ongoing relationshipIt is a function of an ongoing relationship

• It is reciprocalIt is reciprocal

Levels of Self DisclosureLevels of Self Disclosure

• Level 5:Level 5: Cliché CommunicationCliché Communication» ““Hi, how are you”Hi, how are you”

• Level 4:Level 4: Facts/biographical informationFacts/biographical information » Non threatening informationNon threatening information

• Level 3:Level 3: Personal attitudes/fearsPersonal attitudes/fears ––» Where you agree and disagree concerning topicsWhere you agree and disagree concerning topics

• Level 2:Level 2: Personal feelingsPersonal feelings» Feelings concerning yourself and othersFeelings concerning yourself and others» Can make you more vulnerableCan make you more vulnerable

• Level 1:Level 1: Peak CommunicationPeak Communication» Closest friends and family onlyClosest friends and family only» Requires time and trust Requires time and trust

Primary TensionPrimary Tension

• The social unease and stiffness that The social unease and stiffness that accompanies getting acquainted.accompanies getting acquainted.

• Speaking is more soft and extremely politeSpeaking is more soft and extremely polite

• Long pauses are commonLong pauses are common

Secondary TensionSecondary Tension• Usually establishes group norms, or Usually establishes group norms, or

patterns of behavior that occur without patterns of behavior that occur without discussiondiscussion

• Arises from the differences of opinion that Arises from the differences of opinion that occur naturally in the small group processoccur naturally in the small group process– Personality differencesPersonality differences– DisagreementsDisagreements– Power strugglesPower struggles

Improve Group/Team CommunicationImprove Group/Team Communication

Encourage an open, supportive environment Contributions and communication from all members

Establish a cooperative climate Coordination, not manipulation

Be ready to perform needed leadership and membership roles Task roles present and accounted for Maintenance roles effectively carried out Negative, individual, self-centered roles deemphasized

Encourage continual improvement Develop insights needed to facilitate more effective

interaction

Response #2Response #2

Status and Power: Only the Strong Survive

• You are to discuss how powerpower and statusstatus impact the group process. Use personal experiences to describe the manner in which each has had a positive, and/or negative impact on group work. How do you rate in status and power?

• Remember, the response sheet must be typed, using a font no larger than 12 pt, and margins set at 1”. The default setting is usually fine. Use single spaced paragraphs. Your response should have a title, and introduction, body, and conclusion. A MINIMUM OF FOUR QUOTES FROM YOUR TEXT IS REQUIRED.

DUE IN ONE WEEKDUE IN ONE WEEK

End of Presentation