Chapter 4 Leadership Slides developed by Ronald W. Toseland State University of New York at Albany

Leadership The process of guiding the group Task leaders help members achieve goals Relationship leaders meet the socio-emotional needs of members Leadership is not static Reciprocal, transactional, transformational, cooperative and adaptive

Two Types of Leadership The designated leader(s) The indigenous leader(s) Stimulate and support indigenous leadership Members begin to feel they have power, influence, control and a stake in the group outcome Exercises their abilities; build self-esteem Gender and indigenous leadership

Power and Leadership Two kinds of power Actual power Attributed power Attributed power –perception among group members and others outside the group Workers’ ability to lead

Power and Leadership Comes from a variety of sources: professional status, education, & organizational position Boundaries between leader and member roles, fees for service, leader accounts for the group’s success

Actual Power Connection power Expert power Information power Legitimate power Reference power Reward power Coercive power

Methods for Sharing Power Encourage member-to-member rather than member-to-leader communication Ask for members’ input into the agenda and future direction of the group Support indigenous leadership when it starts to occur –except if leader is a bully/gang leader Encourage attempts at mutual sharing and mutual aid among members Model and teach selected leadership skills early in the group Use naturally occurring events in the group to encourage leadership (ex. a member’s specific knowledge on a particular topic)

Theories of Group Leadership Old model – laissez-faire, democratic, autocratic Newer models – situational, interactive, transformative

Factors Influencing Group Leadership Leadership expectations of members Way leadership was obtained Competition between designated and indigenous leadership Needs, tasks, and goals of the group as a whole The task and socio-emotional skills of members The nature of authority in and outside the group The environmental demands placed on the group

Interactive Group Leadership No one model of group leadership Leadership depends on Purpose of the group Type of problem The environment Physical setting, agency and organization, social environment

Interactive Group Leadership The group as a whole Size and physical arrangements Time limits Group dynamics Open and closed membership Stages of group development

Interactive Group Leadership The group members Members’ characteristics Extent of participation The group leader Power base; skill level Personality Service technology

Group Leadership Skills Facilitating group processes Attending and responding to others Expressing self Focusing group communication Making group processes explicit Clarifying content Cuing, blocking and guiding interaction

Group Leadership Skills Data gathering and assessment Identifying thoughts, feelings, and behaviors Requesting information, questioning, and probing Summarizing and partializing Synthesizing thoughts, feelings and actions Analyzing information

Group Leadership Skills Action Supporting Reframing and redefining Linking members’ communications Directing Giving advise, suggestions, instructions

Group Leadership Skills Providing resources Disclosure Modeling, role playing, rehearsing and coaching Confronting Resolving Conflicts

Leadership Style What is your leadership style? Leadership Comfort Scale Beliefs About Structure Scale How Members Achieve Change Scale

Co-leadership Benefits of Co-leadership Source of support Feedback and professional development Training for inexperienced leaders Communication, interaction, dispute resolution Assistance during therapeutic interventions Help setting limits and structuring the group

Co-leadership Disadvantages More expensive Need to coordinate planning between meetings Need to act as models Conflict and tension can occur between seasoned and new leaders Conflict can negatively affect group outcomes

Issues Co-leaders Should Talk Over Leadership style Strengths and weaknesses How you believe people change and how you will intervene Expectations for group accomplishments Your roles in the group