1. Leaders Turn to the person next to you and quickly discuss how you think society perceives leaders.

2. Society & Leaders Good Social rewards Bad No matter who they are they they’re not liked b/c they have the power Gendered If something goes wrong the leader gets blamed Harder to be leader than follower

3. What traits (or skills) would make a good leader? Turn to your partner and think about what traits you think a leader should have. For example, smart or organized.

4. Traits of a leader (Stodgill, 1974) 1. Social & interpersonal skills 2. Technical skills 3. Administrative skills 4. Leadership effectiveness & achievement 5. Social nearness, friendliness 6. Intellectual skills 7. Maintaining cohesive work groups 8. Maintaining coordination & teamwork 9. Task motivation & application 10. Good general impression 11. Group task supportiveness 12. Maintaining standards of performance 13. Willingness to assume responsibility 14. Emotional balance & control 15. Informal group control 16. Nurturing behavior 17. Ethical conduct & integrity 18. Communication, verbality 19. Ascendance, dominance, decisiveness 20. Physical energy 21. Experience & activity 22. Mature, cultured 23. Courage, daring 24. Aloof, distant 25. Creative, dependent 26. conforming

5. Leadership traits (& skills) Not all leaders need to have all traits & skills Context: different traits are needed at different times or to help sustain a leader Subjective: how would you measure these things?

6. 3 types of leadership styles Authoritarian: higher quantity & lower quality; more hostility, dependence; less individuality; discontent not always visible Democratic: higher commitment & cohesiveness; higher quality & lower quantity Laissez faire: decreased productivity, higher frustration lower satisfaction

7. Context & Leadership The context (PSPT) determines what kind of leader you need. In what kinds of contexts would you need the following leaders? Turn to your partner again and discuss this. Authoritarian Democratic Laissez faire

8. Hersey & Blanchard’s Situational Model of Leadership Look at handout.

9. Appointed Leader vs. Emergent Leader

10. Leaders APPOINTED: Elected by the group EMERGENT: Not voted, leader will organically arise to the function. People with naturally leadership qualities will be more apt to want to fill this job.

11. Bormann’s Emergent Leadership Model (Minnesota Studies) Members do not take roles, but work out roles interactively in the group (eliminate people until the leader is left); roles emerge.

12. Minnesota Studies Bormann 30 years Case studies in groups across situations = real groups versus previous studies were in labs

13. Phase I Usually the 1st meeting 1/2 of the members are eliminated from the running as the leader Why might people be eliminated? Too quiet Too unintelligent, uninformed, uninterested Too inflexible, extreme Too domineering

14. Phase II 1. Emerges Pattern: short, painless period of role struggle 2. Conflict-Stalemate Pattern: group locked in leadership struggle; leader may or may not emerge 3. Crisis Pattern: internal/external crisis hits group; style of leader 4. Flight Pattern: social tensions; avoid leadership