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Leadership Psych 182, 2nd Sem, AY 2014-2015
Fernandez, H.
- Power to coerce others
- Inborn trait
- Necessity of group life
- Mysterious capacity to
heal sick groups
- Process by which an individual
guides others in their collective
pursuits, often by organizing,
directing, coordinating,
supporting, and motivating their
efforts
- Complex interpersonal
processes (reciprocal,
transactional, transformational,
cooperative, and adaptive)
Who are the leaders? Whom can we call leaders?
Are leaders managers?
Leader Manager - Innovates - Original - Develops - Focuses on people
- Inspires trust - Long-term perspective - Asks WHAT and WHY - Has his own person - Does the right thing - Education
- Administers - Copy - Maintains - Focuses on systems &
Structure - Relies on control - Short-range view - Asks HOW and WHEN - Accepts status quo - Does things right - Training
What skills should a leader have?
Conceptual Skills
Human Skills
Technical Skills
Refers to a persons knowledge & ability on
any type of process
technique
Ability to work and
interact effectively
with people
Ability to comprehend
fully in terms of
models, abstract
relationship, and
theoretical framework
Autocratic (Authoritarian)
Democratic (Participative)
Power is centralized & decision making is assumed by the
leader
+ foster decision and
implementation of goals
+ less competent members can
be put to use
- More frustrations and conflicts
(members are not asked to share
opinions or decisions)
- Loses individuality
Decentralized authority, consult follower, decisions are not one-
sided/unilateral; people oriented
+ better understanding bet.
followers & leaders can select their
own working partners
+ constructive suggestions &
allows members to make choices
- Members tend to be assertive &
arrogant
- Lack of discipline & limited control
of the leader
Laissez Fair (Free-Rein Leadership)
Inability to enact an autocratic style correctly; instead just distanced
himself/herself from the group
Avoid power and responsibilities
+ more freedom and interdependence
+ followers play major role in decision
making
- Highly permissive (might lead to chaos
and disunity)
- No guidance and supervision
Positive Type Negative Type
Emphasizes praises, support and reward for
followers
Tendency to be domineering and superior
with other people
Reprimand is given in the presence of others,
penalties and display
authority
Initiating Regulating Information Supporting Evaluating
Effective Leadership
Task
motivated
or goal
directed
Control
rewards and
punishment,
ability to
minimize
conflict
Shows high
quality
decisions,
monitor
communica-
tion,
reduces
goal
ambiguity
Gives
mutual trust;
warm and
affectionate;
coordination
of activities
Willingness
to make
changes;
flexibility
What is the future of Leadership?
Increases in diversity across groups will create challenges for leaders
(heterogeneous work groups)
Evolving paradigm
PARTICIPATIVE
LEADERSHIP
FACILITATIVE
LEADERSHIP
Evolving Paradigm
This type of leadership puts primary stress on relational skills: understanding each team members personal goals and aligning them with the corporate goal, recognizing individual competencies and melding them to the common purpose, inspiring efforts through continuous feedback, and helping to address specific development needs.
PARTICIPATIVE
LEADERSHIP
FACILITATIVE
LEADERSHIP
Difference of Mentoring, Coaching,
and Counseling
Mentor Coach Counsel
Focus Individual Performance Issues
Role Facilitator
with no
agenda
With Specific
agenda
Adviser/
Listener
Relationship Self-
selecting
Comes with the
job
Could be both
Arena Life Task related psychological
What is the future of Leadership?
Increase in the use of information technologies will change the way leaders
interact with their followers
Increased numbers of women rising to positions of leadership in groups and
organizations
Sources:
Forsyth, D. R. (2010). Group dynamics (5th ed.). Belmont, CA: Wadsworth, Cengage Learning.
Tria, G. E. & Jao, L. V. (1999). Introductory course in group dynamics (1st ed.). Manila, PH: Rex Book Store, Inc.