Real comm2e ch10
Upcoming SlideShare
Loading in...5

Like this? Share it with your network

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads


Total Views
On Slideshare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide


  • 1. Chapter 10 Leadership and Decision Making in Groups
  • 2. • 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
  • 3. • 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.)
  • 4. 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.
  • 5. Understanding Group Leadership (cont.) • Five Sources of Power – Legitimate power – Coercive power – Reward power – Expert power – Referent power
  • 6. 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.
  • 7. 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
  • 8. Understanding Group Leadership (cont.) • Competence and Ethics Skilled leaders are: • Flexible • Accountable • Credible • Competent communicators
  • 9. Understanding Group Leadership (cont.) • Competence and Ethics (cont.) Unethical leaders are: • Controlling • Accustomed to using bullying, criticism, name-calling, gossip, personal attacks, and threats
  • 10. 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.
  • 11. 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.
  • 12. 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
  • 13. Decision Making in Groups (cont.) The Problem-Solving Process 1. Identify the problem. 2. Analyze the problem. 3. Generate solutions. 4. Evaluate and choose solutions. 5. Implement the solution. 6. Assess the results.
  • 14. Leadership in Meetings • Planning Meetings Effectively – Justify the meeting. – Clarify the purpose and participants. – Set an agenda.
  • 15. 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.
  • 16. 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.
  • 17. 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?