Copyright (c) Allyn & Bacon 2008 Essentials of Human Communication, 6/e Chapter Nine: This multimedia product and its contents are protected under copyright law. The following are prohibited by law:  Any public performance or display, including transmission of any image over a network;  Preparation of any derivative work, including the extraction, in whole or in part, of any images;  Any rental, lease, or lending of the program Members and Leaders in Small Group Communication

Copyright (c) Allyn & Bacon 2008 Chapter Nine Goals: Participate by performing task, building and maintenance roles while avoiding dysfunctional role behavior Participate by performing task, building and maintenance roles while avoiding dysfunctional role behavior Learn to adjust leadership style to task and group needs Learn to adjust leadership style to task and group needs Communicate with cultural awareness and sensitivity Communicate with cultural awareness and sensitivity

Copyright (c) Allyn & Bacon 2008 Task Roles “Getting the job done” Information giver/seeker Information giver/seeker Opinion giver/seeker Opinion giver/seeker Evaluator-critic Evaluator-critic Procedural technician or recorder Procedural technician or recorder

Copyright (c) Allyn & Bacon 2008 Building and Maintenance Roles “Serving the relationship needs of the group” Encourager Encourager Harmonizer Harmonizer Compromiser Compromiser Follower Follower

Copyright (c) Allyn & Bacon 2008 Individual Roles Aggressor Aggressor Blocker Blocker Recognition seeker Recognition seeker Self-confessor Self-confessor Dominator Dominator Troller—an Internet contributor Troller—an Internet contributor

Copyright (c) Allyn & Bacon 2008 Becoming a Better Team Member o Participate o Be group/team-oriented o Always keep conflict “issue- focused” o Be critically open-minded o Ensure understanding o Beware of groupthink

Copyright (c) Allyn & Bacon 2008 Human Communication Leadership in Small Group Communication

Copyright (c) Allyn & Bacon 2008 Leadership Approaches Functional Leadership Functional Leadership is responsive to dynamic and changing situations Trait Centered Leadership Trait Centered Leadership identifies people who have an optimal mix of personality and professional qualities Transformational Leadership Transformational Leadership is characterized by leaders who possess charisma and seek to encourage and empower members Situational Leadership Situational Leadership is demonstrated by an individual who is able to adjust and adapt tasks to member situations, maturity, and mix.

Copyright (c) Allyn & Bacon 2008 A Model of Situational Leadership

Copyright (c) Allyn & Bacon 2008 Leadership Styles “How one assesses a group’s task and relational maturity”  Telling  Selling  Participating  Delegating

Copyright (c) Allyn & Bacon 2008 General Styles of Leadership Laissez-faire leader Democratic leader Authoritarian leader

Copyright (c) Allyn & Bacon 2008 Functions of Leadership Prepare members and start interaction Maintain effective interaction Guide through the agreed-upon agenda Ensure member satisfaction Empower group members Encourage ongoing evaluation and improvement Manage conflict

Copyright (c) Allyn & Bacon 2008 Mentoring “one-on-one relationship between an expert and a novice” Based on support and trust Based on support and trust Relationship works to empower novice Relationship works to empower novice Mentoring programs serve to retain employees/members Mentoring programs serve to retain employees/members Excellent practice for career success Excellent practice for career success

Copyright (c) Allyn & Bacon 2008 Membership, Leadership and Culture Each culture maintains its own belief system that influences group behavior Each culture has its own rules of expected and preferred leadership Individual and Collective Orientations Small groups differ in how they promote individual or collective concerns It is not an “all or nothing” proposition – groups simply operate out of a preferred orientation The question must be answered: How independent can group members be if the group is to remain interdependent?

Copyright (c) Allyn & Bacon 2008 High and Low Power Distances High Power Distance High Power Distance cultures concentrate power and influence into the hands of a few. Low Power Distance Low Power Distance cultures distribute power more evenly so people operate and see themselves more equally. Each approach has a significant impact on relationships, communication flow and personal style.