Why do people want to be leaders?

Transcription

1 Why do people want to be leaders? Status Respect Power Difference between Leader and Leadership Leader - anindividual who is perceived by group members as having a legitimate position of power or influence in a group. Leadership - theprocess of influencing the group to help it reach its goal. Types of Leaders Designated leader -the group s legitimate leader (holds the title) Coordinator - help organize the work of the group but do not make the group s important decisions Emergent leader - starts out with the same status of others but gradually emerges in the perceptions of others as providing leadership services they value

2 How to NOT become a leader Be late or miss important appointments Be uninformed about the problem Show apathy and lack of interest Attempt to dominate the conversation Listen poorly Be rigid and inflexible when expressing viewpoints Bully group members Use offensive and abusive language How do leaders emerge? Selected through a two-phase process of elimination: 1. Elimination of obviously unqualified candidates 2. Elimination of those with irritating or inappropriate communication styles Who emerges? If group feels threatened, choice is often someone who had a solution to a crisis Effective listeners become viable candidates Candidates may acquire lieutenants Theories of Leadership Trait perspective - leaders are born, not made Styles perspective - three leadership styles Situational (Contingency) perspective - it depends Functional perspective - leaders perform certain functions necessary for the group to be successful

3 Trait Approach Examine successful leaders to determine what traits they possess Physical traits: tall, of ideal weight, and good-looking Communication traits: talkative, confident, motivated, knowledgeable, punctual, adaptable, good listeners Psychological traits: high need to influence others, friendly, etc. Charismatic & Machiavellian Leaders Charismatic leaders have: an extraordinary power of vision and is able to communicate it to others, OR unusual powers of practical leadership that will enable him/her to achieve the goals that will alleviate followers distress Machiavellian leaders believe: people are basically weak, fallible, and gullible, and not particularly trustworthy others are impersonal objects one should manipulate others whenever it is necessary in order to achieve one s ends Styles Approach Three leadership styles: autocratic - highly directive democratic - nondirective and participative laissez-faire - do nothing approach No one style of leadership will be suitable for all situations Kurt Lewin (1939)

4 Situational (Contingency) Approach The leadership style is adapted to the specific situation ( it depends ) Fred Fiedler s Contingency Model Hersey & Blanchard s Situational Model task emphasis socio-emotional emphasis readiness level Hersey & Blanchard s Four Leadership Styles Task Relationship Telling Style High Low Selling Style High High Participating Style Low High Delegating Style Low Low Readiness (AKA Maturity) Readiness - how ready a person is to perform a particular task (willing & able) Ability - the knowledge, experience, and skill that an individual or group brings to a particular task or activity Willingness - the extent to which an individual or group has the confidence, commitment, and motivation to accomplish a specific task

5 Follower Behavior Leader Behavior (Styles) HIGH FOLLOWER DIRECTED HIGH Participating S3 Relationship Behavior (supportive behavior) LOW Follower Readiness R4 R3 able & able but willing unwilling or confident or insecure } S4 Delegating R2 unable but willing or confident Task Behavior (guidance) LOW LEADER DIRECTED Selling S2 S1 Telling R1 unable & unwilling or insecure } HIGH Functional Approach Views leadership in terms of certain functions that must be performed for the group to be successful Task requirements Social or maintenance needs (process) Leader as Completer (Schutz) Vital Functions (Fisher & Ellis) Communication Competence Approach Integrates the traits, styles, situational, and functional perspectives Assumptions: Leadership is an active process of overcoming barriers to group goal and achievement Leadership is exercised through the process of communication Communication skills (competencies) are the core of leadership in groups

6 Criteria for Ethical Leadership Honesty Concern for others Respect for others Commitment to the group and group members Even-handedness