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Leadership

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• Is the ability to influence others • Inspires and motivates others to be productive • Often has the aim of getting everyone in a group to work toward a common goal • Is people-oriented

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Leadership Style

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• Are the ways in which people utilize their leadership position • Can be used independently from one another or together • Are dependent on: — the personality of the leader — the personality of group members — the task to be accomplished

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Kurt Lewin

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• Was a psychologist who studied leadership styles • Is considered a pioneer of social, organizational and applied psychology. • Conducted a research project in 1939 to identify different styles of leadership and their effectiveness.

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Lewin's Project

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• Assigned three groups of children to three different adults — each group of children completed an arts and crafts project — each group experienced different results based on the style of leadership used.

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Lewin's Leadership Styles

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• Consist of the following: — Authoritarian — Participative — Laissez Faire

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Authoritarian Leadership

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• Is also known as Autocratic leadership • Requires full authority and control over the group • Makes all decisions and uses little or no input from others • Relies heavily on the use of policies, procedures, and regulations

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Authoritarian Leadership

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• Is most effective and appropriate for complex projects or when employees have low levels of training and skill • Advantages include: — highly productive when leader is present — allows for quick decision-making

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Authoritarian Leadership

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• Disadvantages include: — one-way communication can cause frustration or resentment among employees — employees can become dependent on the leader and loose their sense of initiative

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Participative Leadership

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• Is most effective and appropriate when the leader needs the team to have ownership of a decision plan or goal • Advantages include: — creates a positive work environment — allows for creative thinking — reduces office tension and hostility — motivates employees to find the best solutions.

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Participative Leadership

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• Disadvantages include: — decision-making can take a long time — group pressures sometimes result in groupthink • When a group's judgement affected by its members' need to agree

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Laissez Faire Leadership

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• Is also known as free rein leadership • Involves the leader offering little to no guidance and entrusting group members to make decisions — comes from the French term referring to deliberate avoidance of interference Is also known as Delegative leadership • Requires group members to: — be aware of tasks needing to be completed — act on their own to accomplish tasks

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Laissez Faire Leadership

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• Is most effective and appropriate for experienced, educated and highly skilled employees • Advantages include: — group members have flexibility they need to be most successful — encourages critical thinking and self-motivation

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Laissez Faire Leadership

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• Disadvantages include: — poorly defines roles within the group — can be unproductive if group members are not self-motivated and knowledgeable

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Lewin's Results

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• Found the Authoritarian group: — was less creative than the other groups — was highly productive with the leader's positive efforts — became less productive in the leader's absence — developed discontent when the leader overexerted dominance

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Lewin's Results

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• Found the Participative group: — was less productive than the authoritarian group — produced high-quality contributions from group members — members gained satisfaction from making their own productions

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Lewin's Results

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• Found the Laissez Faire group: — was the least productive — demanded the most of the leader — produced little cooperation or unity among group members — members had little sense of accomplishment

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Abdicratic Leadership

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• Is a form of leadership not studied by Lewin • Occurs in group settings when no one is a leader — though there is no defined leader, someone is "In charge" or still responsible for the group's actions • Requires group members complete tasks on their own

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Abdicratic Leadership

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• Is most effective Nd appropriate when decisions need to be made quickly • Advantages include: — can help identify problems and problem workers in the short term — allows new leaders to emerge — allows the person in charge to focus on administrative tasks

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Abdicratic Leadership

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• Disadvantages include: - can result in confusion and a lack of organizations

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Personality Traits

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• Of a leader help determine which leadership style will be used • Of leaders have been studied extensively and commonly include: — Fairness — Vision — Integrity —Dedication — Humility — Openness — Creativity — Assertiveness — Confidence — Ability to generate trust and respect — Positive Attitude

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Fairness

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• Involves treating all others equally and impartially — no one is shown favoritism or discriminated against Requires listening to all the facts before making a decision or passing judgement Helps to prevent: — jumping to conclusions — making mistakes based on misinformation

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Vision

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• Is the ability to see the big picture or the object of the task • Requires the leader to know what the end result should be — allows the leader to effectively plan and delegate — lets the leader measure success based on how the outcome compares to the vision • Should be shared with group members — creates common goals

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Integrity

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• Requires a leader be consistent concerning values, ethics and actions — honest and fair in all dealings — does not hide information from others —upholds moral principles • Shows group members the leader can be respected and trusted — lack of integrity can alienate others and negatively affect morale • In a leader sets an example for others to follow

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Dedication

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• Involves the leader spending as much time and effort on a project as needed — may include long hours and hard work • Requires the leader to be one of the hardest workers in the group — accepts key responsibilities

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Dedication

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• Shows the leader is enthusiastic and committed to completing the project — inspires others to work hard to achieve success — emphasizes the importance of the project

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Humility

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• Is the ability to give group members credit for group accomplishments — also includes taking the blame or responsibility if mistakes are made by the group • Requires the leader recognize the work of others • Involves graciously accepting both compliments and critiques.

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Openness

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• Is the ability to listen to and consider others' ideas and opinions • Requires recognition of different, and possibly better, ways of thinking or approaching a situation — can help build trust and communication between the leader and group members

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Creativity

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• Involves being imaginative and thinking outside of the box • May require going against tradition or the norm • Allows leaders to see things others cannot — can result in movement in new directions — can lead to new inventions and innovations

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Assertiveness

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• Is the ability to clearly state expectations and enforce consequences • Aids in avoiding miscommunication • Allows the leader to keep everyone on task and moving in the proper direction • Should not be confused with rudeness or aggression

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Confidence

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• Requires the leader know or feel he or she has the power and ability to succeed • Is perhaps the most important characteristic • Is required from leaders regarding both themselves and their goals — if a leader is not confident, others could find it difficult to follow due to feeling their talks may not be success

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Ability To Gain Trust & Respect

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• Is a trait leaders must earn over time through a Positive reputation and accomplishments — leaders with other traits are likely to earn trust and respect more quickly • Will also earn leaders commitment and loyalty from group members — this improves productivity and morale from group members

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Positive Attitude

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• Is a key component in leadership and impacts the culture environment and mood of the workplace • Aids in the success of the organization and inspires others to be the best they can be • Creates enthusiasm and motivation • Reduces negative emotions

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Communication

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• Plays an important role in leadership • Allows a leader to interact with others, including: — share goals and objectives — exchange ideas — give and receive feedback • Involves: — verbal communication — nonverbal communication — listening

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Verbal Communication

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• Refers to the use of words and sounds in communication • Is the form people are most familiar with • Is especially important in leadership as it is the primary method used to address others — public speaking — one-on-one conversations — group meetings

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Verbal Communication

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• Is most effective when the leader is: — Clear — leaders run the risk of having to take time to explain the information again if not clear — Concise — too much information may result in group members becoming confused, misinformed or overwhelmed — Confident — leaders with shaky voices who repeatedly correct themselves may have a hard time inspiring others to work hard

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Nonverbal Communication

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• Often occurs in tandem with verbal communication • Allows for the expression of thoughts and feelings without using words Includes: — Eye contact — Body Language — Facial Expression

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Eye Contact

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• Should be maintained whenever speaking to someone — when addressing a group, make eye contact with various members to make everyone feel included • Portrays speakers' confidence in themselves and their messages • Aids in keeping listeners engaged and focused on what is being said

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Body Language

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• Can either support or contradict the speaker's verbal message • Includes: — Posture ~ Good posture displays confidence and leadership ~ Bad posture shows a lack of confidence and control — Hand Gestures ~ When used correctly can be effective in illustrating points ~ Too many can distract listeners

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Facial Expressions

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• Can aid others in identifying the emotions a speaker is feeling — a smile can signal happiness or approval while a frown typically indicates unhappiness or disapproval • Can be as encouraging or discouraging as compliments or criticisms • Of listeners can indicate to a speaker the message is understood or needs to be clarified

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Groups

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• Allow for and encourage different ideas to be discussed by members — results in expanded perspectives, new ideas, building on concepts and many other benefits • Can allow large tasks to be broken into smaller parts — results in the task becoming more manageable and allows for it to be completed in a more timely manner

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Groups

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• Utilize people's different strengths — results in the group producing better work than one could alone • Motivate people to succeed through peer pressure — results in group members being responsible and accountable

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Types of Groups

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• Include: — Formal groups — Informal groups

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Formal Groups

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• Are formed with the purpose of achieving organizational goals • Include: — Command groups — Task Groups — Affinity Groups

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Command Groups

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• May exist for a long period of time • Are often included in an organization chart • Consist of a supervisor and a number of subordinates

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Task Groups

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• Exist for a relatively short period of time • Are established to accomplish a specific project • Could possibly include members who have not worked together before

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Affinity Groups

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• Are collections of employees which share responsibility and duties • May consist of members from the same level in the organization • Usually exist longer task groups

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Informal Groups

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• Are developed naturally based on shared interests and values of group members • May take the form of: — friendship groups — interest groups

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Friendship Groups

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• Are formed based on relationships among members who enjoy being together • Are relatively permanent

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Interest Groups

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• Are established based on a common activity or interest of the members • Are relatively temporary — however, sometimes friendship groups are developed through interest groups

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Group Dynamics

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• Is the study of how an organization's members work together and achieve a common goal • Includes the use of the following four-stage model: — Forming — Storming — Norming — Performing

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Forming

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• The group initially comes together and members start to build relationships

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Storming

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• Members begin to voice individual differences and conflicts emerge over leadership, structure, power, and authority

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Norming

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• Members begin to share common commitment and goals, and efforts are made to establish norms and rules for improving productivity and quality of work

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Performing

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• The group norms and rules are followed and the group becomes effective and efficient in meeting its objects

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Group Work Process

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• Includes the following six steps: — goal formation: determine and clarify what needs to be achieved — research: perform research and analysis on the project — planning: develop a detailed plan of action — implementation: put he plan into operation — evaluation: examine the work performance using self evaluation, peer evaluation and group evaluation — modification: revise the goals according to the group performance

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Group Leadership

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• Involves one person directing the group work process and dealing with group dynamics • Can be difficult with different personality types in one group — good leaders are able to identify these different personalities and use them to the group's advantage • Utilizes leadership styles — in conjunction with one another or separately depending on the situation

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Group Leadership

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• Involves the following: — ensuring everyone is working toward the same goal by clearly stating the goals and objectives — prioritizing what is important and must be accomplished — identifying the strengths and weaknesses of group members — delegating task to members according to their strengths

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Analyzing Group Effectiveness

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• Can occur during a task or after it is completed — productivity levels can be measured as the task is being completed — when the task is over, compare the result to the vision • Is important to let the leader know where strengths and weaknesses are • Provides the leader knowledge of what improvements can be made

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Evaluation of Group Work

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• Is essential for: - Reviewing the team's performance - Improvements the team's productivity

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Peer Evaluation

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• Is one of the most effective ways to evaluate the quality of an individual's work • Allows team members assess each other's work performance

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Peer Evaluation

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• Rules and format should be announced before beginning • Should include feedback for improvements

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