Real comm2e ch10
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Transcript of Real comm2e ch10
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Chapter 10
Leadership andDecision Making
in Groups
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• Describe the types of power that effective leaders employ
• Describe how leadership styles should be adapted to the situation
• Identify how culture affects appropriate leadership behavior
• List forces that shape a group’s decisions
Chapter Outcomes
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• Explain the six-step group decision process
• List behaviors to improve effective leadership in meetings
• Demonstrate three aspects of assessing group performance
Chapter Outcomes (cont.)
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Understanding Group Leadership
Leadership is the ability to influence other’s behaviors and thoughts toward a productive end.– Influence comes from a person’s
power or from group members’ admiration and respect for the individual.
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Understanding Group Leadership (cont.)
• Five Sources of Power
– Legitimate power
– Coercive power
– Reward power
– Expert power
– Referent power
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Understanding Group Leadership (cont.)
• Shared Leadership
– Members feel more satisfied.
– Members are more motivated to perform.
– The group is more likely to achieve its goals.
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Understanding Group Leadership (cont.)
• Leadership Styles
– Directive: controls communication
– Participative: views members as equals
– Supportive: attends to members’ emotional needs
– Achievement-oriented: sets challenging goals, high expectations
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Understanding Group Leadership (cont.)
• Competence and EthicsSkilled leaders are:
• Flexible• Accountable• Credible• Competent
communicators
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Understanding Group Leadership (cont.)
• Competence and Ethics (cont.)
Unethical leaders are:
• Controlling
• Accustomed to using bullying, criticism, name-calling, gossip, personal attacks, and threats
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Culture and Group Leadership
• Gender and Leadership– Research does not support existence
of gender differences in leadership.
– Popular notion persists that masculine style emphasizes control
– Popular notion persists that feminine style looks to needs of group members
– Behavioral flexibility is key to finding the right style.
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Culture and Group Leadership (cont.)
• Context and Power Distance– High-context cultures use less direct
communication than low-context cultures.
– Power distance affects the level at which group members participate.• Low power distance cultures offer ideas
easily.
• High power distance cultures may need encouragement to off ideas.
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Decision Making in Groups
• Cognitive forces:Group members’ thoughts, beliefs, and
emotions
• Psychological forces:Group members’ personal motives,
goals, attitudes, and values
• Social forces:Group standards for behavior which
influence decision making
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Decision Making in Groups (cont.)
The Problem-Solving Process1. Identify the problem.
2. Analyze the problem.
3. Generate solutions.
4. Evaluate and choose solutions.
5. Implement the solution.
6. Assess the results.
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Leadership in Meetings
• Planning Meetings Effectively– Justify the meeting.– Clarify the purpose and participants.– Set an agenda.
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Leadership in Meetings (cont.)
• Managing Meetings Effectively– Arrive prepared.– Keep the group focused.– Summarize periodically.– Keep an eye on the time.– Manage conflict.– Follow up.
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Leadership in Meetings (cont.)
• Using Technology in Meetings– Face-to-face teams perform better
initially and are better at compromise.
– Virtual teams are better at brainstorming.
– Group Decision Support Systems (GDSS) help groups collaborate more effectively.
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Evaluating Group Performance
• Informational Considerations– Is the group on task?– Are all group members participating?
• Procedural Effectiveness– Are group activities and
communication coordinated and shared?
• Interpersonal Performance– Are the relationships among group
members effective?