1. 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. Copyright c 2006 Oxford University Press 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. Copyright c 2006 Oxford University Press 3 Members’ Expectations of 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

4. Copyright c 2006 Oxford University Press 4 Repertoire of Leadership 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. Copyright c 2006 Oxford University Press 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. Copyright c 2006 Oxford University Press 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. Copyright c 2006 Oxford University Press 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

8. Copyright c 2006 Oxford University Press 8 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

9. Copyright c 2006 Oxford University Press 9 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

10. Copyright c 2006 Oxford University Press 10 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

11. Copyright c 2006 Oxford University Press 11 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. Copyright c 2006 Oxford University Press 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

13. Copyright c 2006 Oxford University Press 13 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

14. Copyright c 2006 Oxford University Press 14 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 

15. Copyright c 2006 Oxford University Press 15 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

16. Copyright c 2006 Oxford University Press 16 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?