Human Communication Chapter 9

Front 1

Leadership

Back 1

The ability to direct or influence others behaviors and thoughts toward a productive end.
- May extent form one’s personal power or simply from group members admiration or respect for the individual.

Front 2

Five Sources of Power

Back 2

Legitimate Power
Referent Power
Reward Power
Expert Power
Coercive Power

Front 3

Legitimate Power

Back 3

Comes from and individual’s role or title.

Front 4

Coercive Power

Back 4

Comes from a person’s ability to threaten or harm others.
Like a dictator’s power to keep people under control by threat of violence or economic hardship.

Front 5

Reward Power

Back 5

A individual capacity to provide rewards.
Like if your boss offers everyone a paid day off if they work three late nights in a row.

Front 6

Expert Power

Back 6

Comes from information or knowledge that a leader possesses.

Front 7

Referent Power

Back 7

Stems from admiration, respect, or affection that followers have for such a leader.

Front 8

Shared Leadership

Back 8

When several individuals take leadership roles.

Front 9

4 Leadership Styles

Back 9

Achievement – Oriented
Participative
Supportive
Directive

Front 10

Directive Leadership Style

Back 10

Controls the group’s communication by conveying specific instructions to members.
Style works best when members are unsure of what’s expected of them or how to carry out the group’s tasks.

Front 11

Participative Leadership style

Back 11

Views group members as equals, welcomes their opinions, summarizes points that have been raised, and identifies problems that need discussion rather announcing situation. Works Best when group members are competent and motivated to take on the task at hand

Front 12

Supportive Leadership style

Back 12

Attends to a groups members’ emotional needs.
a.Helpful when members feel frustrated with a task or the group’s progress.
b.Stresses the importance of positive relationships in the group, reminding members of the group’s importance, and expressing appreciation for member’s talents and work ethic.

Front 13

Achievement – Oriented Leadership style

Back 13

Sets challenging goals and communicates high expectations and standards to members.
Works best when group members see themselves as competent and are motivated to excel at their tasks.

Front 14

complex set of forces that influence group decisions:

Back 14

Psychological Forces
Social Forces
Cognitive forces

Front 15

Cognitive forces

Back 15

Consist of group members’ thoughts, beliefs, and emotions. These effect how everyone in group perceives, interprets evaluates, stores, and retrieves, information, which in turn influences the group’s decisions.

Front 16

Psychological Forces

Back 16

The group members’ personal motives, goals, attitudes, and values.

Front 17

Social Forces

Back 17

Group Standards for behavior that influence decision making.

Front 18

6 Step Problem Solving Process

Back 18

1.Identifying the problem
2.Analyzing the Problem
3.Generating Solutions
4.Evaluating and Choosing Solutions
5.Implementing the Solution
6.Assessing the results

Front 19

Steps to plan effective meetings

Back 19

1.Set and Agenda
2.Clarify the Purpose and The participants
3.Justify The meeting

Front 20

Agenda

Back 20

Should detail the subject and goal of the meeting and logistics like time, place, or log in or conference call information.
i.Should also set a schedule for the meeting for group members know how much time block out for meeting and leader can manage time effectively

Front 21

6 steps to managing meetings effectively

Back 21

•Arrive Prepared
•Keep the Group Focused
•Summarize periodically
•Keep an eye on the time
•Manage Conflict
•Follow Up