Chapter 11 CST110
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Transcript of Chapter 11 CST110
Chapter 11
Group Leadership and Conflict Management
Leaders
A leader is a person who influences the behavior of others
Some leaders use force, some use their personalities
Types of Power
Reward – reward followers with gifts, promotions, etc
Coercive – this is the power to punish for non-compliance
Legitimate – seen as the rightful ruler or boss; top in hierarchy
Expert – knowledgeReferent – power from personality
How to Become a Leader and Take Over World!
Personality traits – which do you think make an effective leader?
Situational factors – for example, people may be ready for a change and you may be in the right place at right time
Strategic flexibility – is able to use many different types of communication in all situations
Approaches to Leadership – Authoritarian
This type of leader hold the greatest amount of control over a group
Takes charge and decides what should be done and who should do it
May have expertise so becomes a leader by default but is looked up to because of that expertise
Best when something must be dome quickly
Approaches to Leadership – Democratic
A leader who lets all points of view be heard
Offers ideas and lets the group react to them
Works best when members are of the same or similar status or experience and when there is sufficient time to get the work done
Approaches to Leadership – Laissez-Faire
This type of leader does very little actual leading
This person calls groups together but then may sit back and watch the members or let the members help each other – a support group is an example
Leadership
Functional – each member of a group takes a lead role as a result of knowledge
Shared – all members assume a decision-making role and is responsible for the outcome
Situational – the person most appropriate to handle problem/task becomes leader
Conflict
Conflict – the expressed struggle who believe they have incompatible goals or there are limited resources
Conflict
Conflict can arise because of member differences or how things are done:
Culture, race and ethnicityGender and sexualityKnowledgeProcedurePowerWork distribution
Substantive Conflict
This occurs when members have differing ideas about an issue; usually occurs over controversial issues
Much of conflict is destructive, but this can be constructive as it shows many different sides, opinions, options, and solution to a problem
Managing Conflict - Avoidance
Arguments occur over issues that do not affect the outcome or solution
The leader will just ignore the conflict and move on – by not adding any more “fuel to the fire” the conflict will usually just go away
Managing Conflict - Accommodation
Those on one side of an issue simply give in to the other side without actually resolving any issues they may have had
The leader may just let the other side give in if the issue is of little importance to the group as a whole
Managing Conflict - Competition
Members on one side care more about winning than what may actually be the better solution
The leader should try to defect the problems and negative attitudes right away, either talking to the entire group or individually
Managing Conflict - Collaboration
Members work together to meet each other’s needs
Members try to understand opposing viewpoints in order to come to the best solution
Managing Conflict - Compromise
Each side gives up something they want in order to come to a workable solution
This works only if both sides think the final solution is fair