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Chapter 11 CST110
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Chapter 11 CST110


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  • 1. Chapter 11 Group Leadership and Conflict Management
  • 2. Leaders
    • A leader is a person who influences the behavior of others
    • Some leaders use force, some use their personalities
  • 3. 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 – knowledge
    • Referent – power from personality
  • 4. 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
  • 5. 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
  • 6. 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
  • 7. 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
  • 8. 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
  • 9. Conflict
    • Conflict – the expressed struggle who believe they have incompatible goals or there are limited resources
  • 10. Conflict
    • Conflict can arise because of member differences or how things are done:
    • Culture, race and ethnicity
    • Gender and sexuality
    • Knowledge
    • Procedure
    • Power
    • Work distribution
  • 11. 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
  • 12. 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
  • 13. 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
  • 14. 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
  • 15. 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
  • 16. 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