GROUP ROLES
What are Norms?
 Norms are broad rules that designate appropriate
behavior for all group members while roles stipulate
behaviors that are expected for individuals group
members.
ROLE REVERSAL:
WHEN STUDENTS BECOME TEACHERS
What is role reversal?
 Role Reversal is stepping into a role distinctly different
from or opposite of a role we usually play.
What is role conflict?
 We experience role conflict when we are playing roles
that contradict each other.
TYPES OF ROLES:
FORMAL AND INFORMAL
In the broadest sense, roles are categorized as formal and
informal.
 A formal role is a position assigned by an organization or
specifically designated by the group leader. Some examples
are: President, Chair, Secretary, etc.
 In smaller groups, the roles are mostly informal. An
informal role emerges from the group transactions, and it
emphasizes functions, not positions. An example would be
when a member fulfills a leadership function without any
formal designation.
TYPES OF ROLES
Continued
What does a Task Role do?
 Task roles move the group toward the attainment of its goals. The central
communication function of task roles is to extract the maximum productivity
from the group. (See page 146 in text)
What do Maintenance Roles focus on?
 Maintenance roles focus on the social dimension of the group. The central
communication function of maintenance roles is to gain and maintain the
cohesiveness of the group. (See page 146-147 in text)
What do Disruptive Roles do?
 Self-centered or disruptive roles serve individual needs or goals (Me-oriented)
while impeding attainment of group goals. This is a difficult group member.
Their function is to focus attention on the individual. (See page 147 in text)
LEADERSHIP
1.
Why do people want to be leaders?
2. How is the process for retaining the leader role
different from the process for emerging as group
leader?
3. Are women and ethnic minorities equally capable
leaders as white males?
DEFINITION OF LEADERSHIP:
AN EVOLVING CONSENSUS
What is the evolving consensus on what leadership is and is
not?
 Leadership is a social influence process
 This influence can come from status, authority, personality,
interpersonal and group communication skills, and many
other factors.
 Creditability is the foundation for successful influence (the
ancient Greeks called it ethos)
 Leaders influence follows but followers also influence
leaders
 The leader and follower roles exist together, or not at all
LEADER VERSUS MANAGER:
INTERPERSONAL VERSUS POSITIONAL INFLUENCE
What is the difference between a leader and a manager?
 A leader does not operate from a positional authority;
a manager does.
 Anyone in a group can exhibit leadership without
being designated the leader.
 Managers maintain the status quo, leaders work to
change the status quo.
 Leadership implies change. Leaders inspire and
motivate. They are transformational.
LEADER VERSUS MANAGER
Continued
What does charismatic mean when applied to
leadership?
 Charismatic means exhibiting a constellation of
personal attributes that group members find highly
attractive and strongly influential.
 When managers change, motivate and inspire
followers while creating direction for the group, the
manager is acting as a leader, not a manger.
LEADERSHIP AND COMMUNICATION
 Leadership is fundamentally a communication
process.
 Great leadership is the product of great
communication.
 Effective communication is a precondition for a highquality leader-follower relationship to develop.
 The leader sets the emotional tone for the group.
GAINING AND RETAINING LEADERSHIP:
GETTING THERE IS JUST THE START
A competent communicator who wishes to emerge as group
leader should heed the following observations:
Thou shalt not show up late for or miss important
meetings.
2. Thou shalt not be uninformed about a problem
commanding the group’s attention.
3. Thou shalt not manifest apathy and lack of interest by
sluggish participation in group discussions.
4. Thou shalt not attempt to dominate conversation during
discussion.
1.
GAINING AND RETAINING LEADERSHIP
Continued
5. Thou shalt not listen poorly.
6. Thou shalt not be rigid and inflexible when
expressing viewpoints.
7. Thou shalt not bully group members.
8. Thou shalt not use offensive and abusive language.
RETAINING THE LEADER ROLE:
HANGING ONTO THE POWER
There are three primary qualifications for retaining
leadership:
You must demonstrate your competence as leader.
2. You must accept accountability for your actions.
3. You must satisfy group members’ expectations.
1.
PERSPECTIVES ON EFFECTIVE LEADERSHIP:
AN EVOLVING VIEW
What is the Traits Perspective or the Born Leader View
about?
 Early studies on leadership set out to discover a universal
set of traits applicable to all those who become leaders.
What was the result of the Traits study?
 Traits such as intelligence, social and verbal skills, integrity,
sense of humor, or confidence may be necessary yet not
sufficient for an individual to be an effective group leader.
Leadership is a process not a person.
STYLES PERSPECTIVE:
ONE STYLE DOESN’T FIT ALL
Kurt Lewin developed a new approach on which three
leadership styles?
Autocratic Style or Directive Style
2. Participative Style or Democratic Style
3. Laissez-faire Style
1.
Note: A combination of participative and directive
leadership styles is Required in small groups.
STYLES PERSPECTIVE
CONTINUED
What is Situational Leadership all about?
 No one style of leadership is appropriate for all
situations. It is contingent upon matching styles with
situations.
 Hersey and Blanchard have developed a model of
leadership effectiveness. They have combined three
variables in their model.
SITUATIONAL LEADERSHIP MODEL
The three variables in the situational leadership model
are:
The amount of guidance and direction (task emphasis)
a leader provides.
2. The amount of relationship support (socio-emotional
emphasis) a leader provides.
3. The readiness level in performing a specific task,
function, or objective that followers demonstrate.
1.
FOUR LEADERSHIP STYLES
IN THE MODEL
What are the four leadership styles in the Hersey and
Blanchard model?
1.
2.
3.
4.
The Telling Style
The Selling Style
The Participating Style
The Delegating Style
Note: The key to leadership effectiveness is matching the
appropriate style to the group environment. Find out what
the readiness level is to perform a task.
“Dave”
VIDEO CASE STUDY
“Erin Brockovich”
VIDEO CASE STUDY
“The Great Santini”
VIDEO CASE STUDY
“Abandon Ship”
VIDEO CASE STUDY
“Abandon Ship”
VIDEO CASE STUDY
Twelve Angry Men
#6
#4
#2
#10
#12
#3
#11
#1
#8
#9
#7
#5