Chp 19: Leadership

Chapter 19: Leadership

BOOK: pgs. 289-302

PDF: pgs. 299-312

What you need to Know

• Define to lead (another way to explain is it’s the ability to influence). Was Hitler a good leader?

• 3 common ways to ID a leader (elected, appointed, emergent)

• Types of Leadership Power (reward, referent, coercive, legitimate, expert)

• Leadership Responsibilities

• Suggestions for effective leadership (page 300-301) and EQ

• Nelson Mandela’s leadership style in Time article

Leadership

• To lead - is the ability to influence a group of people

  • Ask yourself, was Hitler a good leader? Why or why not?

• Leaders supply vision, support and inspiration

• Leaders emerge in a variety of ways

• All must effectively communicate to lead well

Leader Selection Process

• Leaders aren’t born

• They emerge in several ways

  • Elected - voted on through democratic process

  • Appointment - appointed by someone outside the group

  • Emergent - someone within the group may step forward when leadership is needed.

Types of Leadership Power

• Reward power - ability to provide rewards

• Referent power - derived from charisma, charm, being admired, looked up to

• Coercive power - power by force, ability of taking something positive or introduce something negative

• Legitimate power - power from a position someone holds

• Expert power - power gained by expert knowledge of a topic or situation

Leadership Responsibilities

• Remain well informed

• Provide directions and structure

• Be flexible to the demands of the situation

• Manage complex situations

• Recognize strengths and weaknesses of members

• Promote group cohesion & communication

• Manage conflict among group members

• Consider multiple perspectives

• Have a high EQ (emotional intelligence) - the capacity to be aware of, control, and express one’s emotions, and to handle interpersonal relationships judiciously and empathetically. Daniel Goldman on EQ:

Leadership and Dialogue

• Openly talk through group processes

• Encourage group members to provide alternatives, suggestions, and ask questions

• Divide tasks into management units

• Don’t let emotions get the better of you

• Provide an agenda before group meetings in a timely fashion, have notes taken

Key Terms

1. Coercive leadership style - a top-down approach to decision-making that stifles individual ingenuity and participation and neglects motivating the group

2. Authoritative leadership style - comes from a place of confidence and empathy, not control and enforcement

3. Affiliative leadership style - flexible and encouraging, allowing group members to take risks and work on their own to engender trust; a “people-person” leadership style

4. Democratic leadership style - focused on building consensus and collaborating with his or her team or group members

5. Pacesetting leadership style - focused on setting a high standard and modeling that standard for his or her team members

6. Coaching leadership style - focused on helping individuals improve and grow through training and constant feedback