HOD 1100 Small Group Behavior This multimedia product and its contents are protected under copyright law. The following are prohibited by law: any public performance or display, including transmission of any image over a network; preparation of any derivative work, including the extraction, in whole or in part, of any images; any rental, lease, or lending of the program. Effective Leadership HOD 1100 Small Group Behavior Copyright © Allyn & Bacon 2009

Copyright © Allyn & Bacon 2009 Agenda Qualities of effective leaders Task and relationship dimensions Emotional Intelligence The Leadership Grid Situational Leadership Four Frames Leadership Copyright © Allyn & Bacon 2009

Copyright © Allyn & Bacon 2009 Opening Questions Describe a situation where someone demonstrated effective leadership. What made them effective? Describe a situation where there was poor or ineffective leadership. Why did they fail? Copyright © Allyn & Bacon 2009

Importance of Leadership Management errors produce 100s of bankruptcies of public companies every year. One study estimates 50 to 75% of American managers are incompetent. Many teams never reach their potential or fail due to ineffective leadership. Copyright © Allyn & Bacon 2009

Copyright © Allyn & Bacon 2009 What Leaders Do Task leadership focuses on the group’s work and its goals Relationship leadership focuses on the interpersonal relations within the group Copyright © Allyn & Bacon 2009

Copyright © Allyn & Bacon 2009 Task Leadership Initiating structure Setting standards and objectives Defining responsibilities and identifying roles Establishing communication networks Coordinating activities Giving evaluative feedback Copyright © Allyn & Bacon 2009

Relationship Leadership Boosting member morale Providing support and encouragement Building group cohesion Establishing networks of support Reducing and helping to resolve interpersonal conflict Copyright © Allyn & Bacon 2009

Emotional Intelligence Self Awareness Accurate self-assessment (strengths and limits) and awareness of emotions Self Management Motivated, self-controlled, self-disciplined, able to regulate emotions and moods Social Awareness Awareness of others’ emotions, understanding their perspective, and taking an interest in them Relationship Management Motivating others, building cohesion, bridging differences Copyright © Allyn & Bacon 2009

The Leadership Grid (Blake & Mouton) High 9   8 7 6 5 4 3 2 1 Low 9,9 Team Management Work accomplishment is from committed people; interdependence through a “common stake” in organization’s purpose leads to relationships of trust and respect. 1,9 Indulgent Management Thoughtful attention to needs of people for satisfying relationships leads to a comfortable, friendly atmosphere and work tempo. 5,5 Compromise Management Balancing the necessity to get out work with maintaining morale of people at a satisfactory level Concern for People 9,1 Authoritarian Management Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree 1,1 Minimal Management Exertion of minimum effort to get required work done is appropriate to sustain organization membership. Concern for Production Copyright © Allyn & Bacon 2009

Situational Leadership The Four Leadership Styles (high) Four Types: Directive, Coaching, Supportive, and Delegating Depends on how leaders combine supportive behaviors with directive behaviors over time An effective leader must adapt leadership type according to the stage of development of group members Supporting Coaching Delegating Directing Supportive Behavior (low) Directive Behavior (high) High Moderate Low D4 D3 D2 D1 Originators: Hersey and Blanchard Developed Developing Copyright © Allyn & Bacon 2009

Copyright © Allyn & Bacon 2009 Member Development High Competence High Commitment Variable Commitment Some Competence Low Commitment Low Competence D4 D3 D2 D1 Peak Performer Reluctant Contributor Disillusioned Learner Enthusiastic Beginner Direction of Growth Copyright © Allyn & Bacon 2009

Four Frames Leadership Structural Coordinate tasks; set goals and policies; create reporting structures Human Resource Coach, empower, and develop group members Political Network to gain support and resources; negotiate solutions; increase power Symbolic Motivate and inspire others; create a compelling vision Copyright © Allyn & Bacon 2009

Four Frames & Social Styles Expressive (Symbolic) Amiable (Human Resource) Driver (Political) Analytic (Structural) Emotive Controlled Asking Telling Copyright © Allyn & Bacon 2009

Important Considerations Leadership skills can be cultivated and developed Leaders need to balance task leadership and relationship leadership Effective leaders take into consideration the development level of group members and the group as a whole Copyright © Allyn & Bacon 2009

Copyright © Allyn & Bacon 2009 Homework http://www.nwlink.com/~donclark/leader/matrix.html Due next class (November 2, 2014) Copyright © Allyn & Bacon 2009