Real comm2e ch10
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  • 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?