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Why do people want to be leaders? • Status • Respect • Power Difference between Leader and Leadership • Leader - an individual who is perceived by group members as having a legitimate position of power or influence in a group. • Leadership - the process of influencing the group to help it reach its goal. Types of Leaders • Designated leader - the group’s legitimate leader (holds the title) ▫ Coordinator - help organize the work of the group but do not make the group’s important decisions • Emergent leader - starts out with the same status of others but gradually emerges in the perceptions of others as providing leadership services they value How to NOT become a leader • Be late or miss important appointments • Be uninformed about the problem • Show apathy and lack of interest • Attempt to dominate the conversation • Listen poorly • Be rigid and inflexible when expressing viewpoints • Bully group members • Use offensive and abusive language How do leaders emerge? • Selected through a two-phase process of elimination: 1. Elimination of obviously unqualified candidates 2. Elimination of those with irritating or inappropriate communication styles • Who emerges? ▫ If group feels threatened, choice is often someone who had a solution to a crisis ▫ Effective listeners become viable candidates ▫ Candidates may acquire “lieutenants” Theories of Leadership • Trait perspective - leaders are born, not made • Styles perspective - three leadership styles • Situational (Contingency) perspective - “it depends” • Functional perspective - leaders perform certain functions necessary for the group to be successful Trait Approach • Examine successful leaders to determine what traits they possess ▫ Physical traits: tall, of “ideal” weight, and good-looking ▫ Communication traits: talkative, confident, motivated, knowledgeable, punctual, adaptable, good listeners ▫ Psychological traits: high need to influence others, friendly, etc. Charismatic & Machiavellian Leaders • Charismatic leaders have: ▫ an extraordinary power of vision and is able to communicate it to others, OR ▫ unusual powers of practical leadership that will enable him/her to achieve the goals that will alleviate followers’ distress • Machiavellian leaders believe: ▫ people are basically weak, fallible, and gullible, and not particularly trustworthy ▫ others are impersonal objects ▫ one should manipulate others whenever it is necessary in order to achieve one’s ends Styles Approach • Three leadership styles: ▫ autocratic - highly directive ▫ democratic - nondirective and participative ▫ laissez-faire - “do nothing” approach • No one style of leadership will be suitable for all situations Kurt Lewin (1939) Situational (Contingency) Approach • The leadership style is adapted to the specific situation (“it depends”) • Fred Fiedler’s Contingency Model • Hersey & Blanchard’s Situational Model ▫ task emphasis ▫ socio-emotional emphasis ▫ readiness level Hersey & Blanchard’s Four Leadership Styles Task Relationship • Telling Style High Low • Selling Style High High • Participating Style Low High • Delegating Style Low Low Readiness (AKA Maturity) • Readiness - how ready a person is to perform a particular task (willing & able) ▫ Ability - the knowledge, experience, and skill that an individual or group brings to a particular task or activity ▫ Willingness - the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task Follower Behavior HIGH Follower Readiness LOW R4 R3 able but able & unwilling willing or confident or insecure (supportive behavior) Relationship Behavior Leader Behavior (Styles) FOLLOWER DIRECTED LOW R1 } } HIGH R2 unable but unable & willing unwilling or confident or insecure LEADER DIRECTED Participating Selling S3 S2 S1 S4 Delegating Telling Task Behavior (guidance) HIGH Functional Approach • Views leadership in terms of certain functions that must be performed for the group to be successful ▫ Task requirements ▫ Social or maintenance needs (process) • “Leader as Completer” (Schutz) • “Vital Functions” (Fisher & Ellis) Communication Competence Approach • Integrates the traits, styles, situational, and functional perspectives • Assumptions: ▫ Leadership is an active process of overcoming barriers to group goal and achievement ▫ Leadership is exercised through the process of communication ▫ Communication skills (competencies) are the core of leadership in groups Criteria for Ethical Leadership • Honesty • Concern for others • Respect for others • Commitment to the group and group members • Even-handedness