SOURCES OF POWER
Traditional Control Models
 Coercive power
 Reward power
 Legitimate power
 Expert power
 Referent power
Two choices re whether to communicate
 Communicate data > decisions or understanding?
 What manner of communication?
CONTEMPORARY EMPOWERMENT MODELS
Team Empowerment
Members are highly motivated
Tasks are meaningful
Feel autonomy
Develop self-efficacy and confidence
Sense of ownership
Integrative Power
APPROACHES TO LEADING
Situational-contingency Approaches > vary style based
on situations, tasks, purposes, members, and leader
Life-cycle Theory > leader adapts to the maturity level of
the group or team
 Telling
 Selling
 Participating
 Delegating
APPROACHES TO LEADING (CONT’D.)
Classic Leadership Styles
Laissez-faire
Autocratic
Democratic
APPROACHES TO LEADING (CONT’D)
Contemporary Approaches
 Transactional leadership
 Transformational
 Visionary leadership
Charisma
Inspiration
Intellectual stimulation
Individualized consideration
EXPECTATIONS OF LEADERS
Members’ Expectations
Stereotypes
Exceptions to the rule
Leaders’ Self-Expectations
Real vs. virtual
Realistic vs. unrealistic
RESPONSIBILITIES OF LEADERS
Linking and Buffering
 Coordinating
 Resource acquisition
Motivating and Coaching
 Envisioning
 Developing others’ self-leadership
 Setting standards
 Guiding ongoing assessment
 Coaching
RESPONSIBILITIES (CONT’D.)
Managing and Moving
 Planning and following through
 Ensuring processes via standards
Avoid politics
Personal commitment
Manage priorities
Fair and impartial
Confront and resolve issues
Open to new ideas and information
RESPONSIBILITIES (CONT’D. )
Ensuring thru specific skills (cont’d.)
Facilitate participation
Define roles
Keep discussion coherent
Control discussion inhibitors
LEARNING TO LEAD
Identify role models > observe and analyze
Identify your own strengths and build on them
Identify what you would like to become your new
strengths
Seek opportunities to practice leading