Small Group Communication Ch 05: Roles and leadership in groups

Male and female leaders

Male and female leaders are evaluated by group members as equally competent when the democratic-participative style is used. When the autocratic-directive style is used, however, group members evaluate women as substantially less competent leaders than men

transformational leadership

People expect leaders to bring change about, to get things done, to make things happen, to inspire, to motivate

Group Procedural Responsibilities

Plan an agenda. Handle routine housekeeping details. Prepare for the next meeting.

playing roles

Playing roles is a fluid process.

participative/directive leadership style duality

Realistically, though, a combination of participative and directive leadership styles is required in small groups.

what do we really know about leader- ship in groups?

The central, overriding point to make about leadership is that effective leaders adapt to changing situations. Leadership and communication competence are inextricably bound.

Functional Perspective

The functional perspective can be divided into two schools of thought: leader-as-completer and vital functions

Leadership and Followership: It Takes Two to Tango

The leader and follower roles either exist together or they exist not at all.

LeadershipandInfluence:ATwo-WayProcess

There seems to be agreement that leadership is a social influence process

competent communicator who wishes to emerge as group leader should heed the following dictums

Thou shalt not show up late for or miss important meetings. Thou shalt not be uninformed about a problem commanding the group's attention. Thou shalt not manifest apathy and lack of interest by sluggish participation in group discussions. Thou shalt not attempt to dominate conversation during discussion. Thou shalt not listen poorly Thou shalt not be rigid and inflexible when expressing viewpoints. Thou shalt not bully group members. Thou shalt not use offensive and abusive language.

role Conflict

When we find ourselves playing roles in different groups that contradict each other. The role that has the greatest importance and most potent effect on us is usually the one we choose when we have to decide between conflicting roles.

Leader versus Manager: Interpersonal versus Positional Influence

a leader does not ordinarily operate from positional authority; a manager does. leaders work to change the status quo; managers typically maintain it. Leadership implies change because influence inherently means change—a change in attitude, belief, or behavior. These distinctions do not exclude managers from being leaders, any more than being a leader excludes you from being a manager.

ethical leader/servant leader

a leader who focuses on the needs of followers and helps them to become more knowledgeable, more free, more autonomous, and more like servants themselves

Leadership

a leader-follower influence process, directed toward change that reflects mutual purposes of group members and is largely accomplished through competent communication

formal role

a position assigned by an organization or specifically designated by the group leader.

lieutenant

an advocate for one of the contenders

glass ceiling

an invisible barrier of subtle discrimination that excludes women from top jobs in corporate and professional America

Norms

broad rules that designate appropriate behavior for all group members

Transactional leadership

described in terms that are similar to what I've described as management, not leadership.

laissez-faire style

do-nothing approach to leadership. It is the avoidance or absence of leadership in which individuals avoid making decisions, hesitate in taking action, and are absent when needed. Laissez-faire amounts to a sit-on-your-derriere style.

role specialization

when an individual mem- ber settles into his or her primary role

Readiness

"the extent to which a follower demonstrates the ability and willingness to accomplish a specific task"The primary situational variable that the leader must consider when adapting leadership styles to the specific group is the readiness level of followers. As readiness levels increase, effective leadership requires reduced guidance and direction from the leader and less socio-emotional support for followers.

selling style

(high task, high relation- ship) is also directive. A leader using this style explains and clarifies decisions but also tries to convince followers to accept directives.

telling style

(high task, low relationship emphasis) is directive

participating style

(low task, high relationship) is nondirective. A leader using this style encourages shared decision making with special emphasis on developing relationships in the group.

delegating style

(low task, low relationship) is nondirective. A leader using this style allows the group to be self-directed. Responsibility for decision making and implementation of decisions rests with the group.

appropriate and effective communication in terms of group roles

Demonstrate flexibility. Avoid disruptive roles. Be experimental.

role

the pattern of expected behavior associated with parts that we play in groups.

role status

the relative importance, prestige, or power accorded a particular role

Structure

the systematic interrelation of all parts to the whole. Structure provides form and shape for a group.

three variables in their situational model

1. The amount of guidance and direction (task emphasis) a leader provides 2. The amount of relationship support (socio-emotional emphasis) a leader provides 3. The readiness level in performing a specific task, function, orobjective that followers demonstrate

three primary qualifica- tions for retaining leadership

1. You must demonstrate your competence as leader 2. You must accept accountability for your actions. 3. You must satisfy group members' expectations.

Social Responsibilities

Facilitate involvement and communication. Harmonize. Express feelings.

situational leadership:

In open systems, leadership effectiveness may be influenced by situational forces beyond the control of any leader

Accepting a Bid

Individuals initially make a bid to play a role. They may bid for a role because they have special skills that suit the role, or they may succumb to gender role stereotyping.

Task Responsibilities

Initiate a structure. Seek information. Give information. Offer informed opinions. Clarify, summarize, and elaborate.

leader-as-completer

Leaders are thought to perform those essential functions within a group that other members have failed to perform. Of the two functional viewpoints, the leader-as-completer seems to have the greater merit. From the leader-as-completer functional perspective, leadership is a shared responsibility, not a specific individual's responsibility.

charismatic leaders

Leaders perceived to be highly transformational,

Leadership and Communication: Duct-Taped Together

Leadership is fundamentally a communication process

process-of-elimination explanation of leader emergence

eliminated: -Quiet members -express strong, unqualified assertions -uninformed, unintelligent, or unskilled -bossy or dictatorial and irritating or disturbing Good: -talk the most -Quality of discussion contributions -provides a solution to the crisis -effective listeners -gains the support of a lieutenant -provides the optimum blend of task efficiency and sensitivity to social considerations.

democratic style

encourages participation and responsibility from group members.

Autocratic style

exerts control over group members

charisma

exhibiting a constellation of personal attributes that group members find highly attractive and strongly influential.

Maintenance roles

focus on the social dimension of the group. The central communicative function of maintenance roles is to gain and maintain the cohesiveness of the group. Despite their critical importance to group success, maintenance roles are often viewed as lower status in a competitive culture such as the United States.

The Born Leader View

leaders are born not made perspective; sometimes referred to as the heroic model of leadership

vital functions

leaders performing key responsibilities different in kind and/or degree from other members

informal role

merges from the group transactions, and it emphasizes functions, not positions. typically classified into three types: task, maintenance, and self-centered

Task roles

move the group toward the attainment of its goals. The central communicative function of task roles is to extract the maximum productivity from the group.

Traits

relatively enduring characteristics of an individual that highlight differences between people and that are displayed in most situations. These traits, however, may be necessary yet not sufficient for an individual to be an effective group leader The principal problem with the trait approach to effective leadership is the assumption that leadership resides in the person, not in transactions conducted within the group context

Self-centered or disruptive roles

serve individual needs or goals (Me-oriented) while impeding attainment of group goals. Individuals who play these roles often warrant the tag difficult group member. The central communicative function of self-centered, disruptive roles is to focus attention on the individual.

universal leadership

status and influence accorded leaders vary widely among cultures. There do seem to be some universals in the cross-cultural research on leadership.

role reversal

stepping into a role distinctly different from or opposite of a role we're accustomed to playing

roles

stipulate specific behaviors that are expected for individual group members.

four leadership styles

telling style, selling style, participating style, delegating style. The key to leadership effectiveness is matching the appropriate style to the group environment.

role fixation

the acting out of a specific role and that role alone no matter what the situation might require. Role fixation in decision-making groups can occur when an individual moves from one group to another, or it can happen within a single group. Sometimes the group insists on role fixation to its own detriment.

Group endorsement

the bid to play a specific role must occur before a person gets to play that role. The endorsement process proceeds by trial and error.

Willingness

the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task

Ability

the knowledge, experience, and skill that an individual or group brings to a particular task or activity