Speech151conflictlecture2013fall1123

People, I just want to say, can we all get along? Can we get along?

~ Rodney King

Can we?

Competition/Conflict is everywhere – TV

Food Network:•Chopped•Restaurant Divided•Cupcake warsOther:•All sports (Riots break out often when teams lose) •Dancing with the Stars•Survivor •The Biggest Loser

The nuclear option!

• The Senate goes more contentious• The "nuclear option" is about Senate rules to enable judicial and

executive nominees to be confirmed with just 51 votes instead of 60.

• The idea is that it would "blow up" the Senate. • The symbolism of "going nuclear" also portends a sort of mutually

assured destruction in the future, to borrow another Cold War term.

Interestingly: We are currently in negotiations with Iran on making sure a nuclear bomb is not created.

Conflict and Nature

• All nature is in conflict (predator/prey)• Pearls are formed when an irritating

microscopic object becomes trapped

“Fear not those who argue, but those who dodge.”

~ Dale Carnegie

Conflict Self Reflection1) When I think of conflict, the first that comes to

mind is……

2) How would you define conflict?

3) What is your first response when you are involved in conflict?

4) Do you know your conflict style?

What is conflict?

• An expressed struggle – Disagreement becomes verbal and nonverbal facial/gestures show aggression.

• Between at least two independent people – Conflict between members affects group members.

• Incompatible goals, scarce resources and interference – Conflict often happens because two people want the same thing.

• Achieving a goal- Understanding what people want helps to manage the conflict.

Myths or not about conflict?

Copyright © 2013, 2009, 2006 Pearson Education, Inc. All Rights Reserved

Conflict is best avoided Conflict is a sign of a troubled relationship Conflict damages a relationship Conflict is destructive because it reveals

our bad sides In conflict, there has to be a winner and a

loser

Conflict – Deborah TannenAn American academic and professor of linguistics at Georgetown University in

Washington, D.C.

We live in an Argument culture where:•Opposition•Debate•Polarization•Competition•Litigation•Attacks•And, criticism are perceived as “The Best Way to Get Things Done.” •War or sports metaphors are used

•Two rams butting heads•She was so angry she was like a tornado•Talking to a brick wall•Tied up in chains•Don’t rock the boat•Stabbed in the back•Life is a Rocky Road•Other ???

Metaphors about conflict

Principles of Conflict


1. Conflict is inevitable2. Conflict can have negative and positive

effects Negative effects

Leads to bad feelings You close yourself off Increases costs

Principles of Conflict (cont.)


3. Negative and positive effects (cont.) Positive effects

Resolves problems Improves relationships Demonstrates commitment to relationship

4. Conflict can focus on content and/or relationship issues

Relationship conflicts – equity and power Relationship conflicts hide as content conflicts

Principles of Conflict

5. Conflict can be open, explicit, overt, or covert (cont.) Convert

Passive aggression, a common use. People act aggressively, buy deny the behavior.

Happens through games in which real conflicts are hidden or denied

Demonstrates commitment to relationship6. Social influences(cultural background, gender, race/ethnicity, and sexual orientation) affect our orientation toward and responses to conflict.

Conflict overview• A conflict is more than just a disagreement. It is a situation in which one

or both parties perceive a threat (whether or not the threat is real). • Conflicts continue to fester when ignored. Because conflicts involve

perceived threats to our well-being and survival, they stay with us until we face and resolve them.

• We respond to conflicts based on our perceptions of the situation, not necessarily to an objective review of the facts. Our perceptions are influenced by our life experiences, culture, values, and beliefs.

• Conflicts are an opportunity for growth. When you’re able to resolve conflict in a relationship, it builds trust. You can feel secure knowing your relationship can survive challenges and disagreements.

Emotions and Conflict

Conflicts trigger strong emotions.

•If you aren’t comfortable with your emotions or able to manage them in times of stress•You won’t be able to resolve conflict successfully

Basic Emotions by

• Robert Plutchik's wheel of emotions which identifies eight basic emotions: joy, sadness, trust, disgust, fear, anger, surprise, and anticipation.

• The wheel of emotion is likened to the color wheel in which the primary colors combine to form the secondary and complementary colors.

• These basic emotions then mix and combine to form a variety of feelings. For example, anticipation plus joy might combine to form optimism.

Wheel of Emotion

Emotion Spectrum

Emotions

• Universal emotions have evolved and aid humans and animals in survival and building relationships.

• For example, spite seems to work against the individual but it can establish an individual's reputation as someone to be feared.

• Shame and pride can motivate behaviors that help one maintain one's standing in a community, and self-esteem is one's estimate of one's status.

Emotional Competence


1. Emotional understanding or self-awareness of your feelings and their effects “What am I feeling and what made me feel this

way?” “What exactly do I want to communicate?” “What are my communication choices?”

Emotional Competence (cont.)


2. Emotional expression Be specific Describe the reasons for your feelings Address mixed feelings Try to anchor your emotions in the present Own your feelings, take personal responsibility

for them with I-statements Ask for what you want Respect emotional boundaries

Emotional Competence (cont.)


3. Emotional responding Look at nonverbal cues to understand feelings Look for cues about what the person wants you

to do Use active listening Empathize Focus on the other person Remember communication is irreversible

Copyright © Houghton Mifflin Company. All rights reserved.

13 - 23

Common roots of conflict

1) Ineffective communication2) Values clashes3) Culture clashes4) Work policies and practices5) Adversarial management6) Noncompliance7) Competition for scarce resources8) Personality clashes9) World conflict10) Neighbor conflict


13 - 24

1) Ineffective Communication

• Major source of personal conflictReasons:• Diversity in the workforce • Poor listening skills• Use of disconfirming comments• Lack if disclosure• Conflicting reasons for joining groups• Not adhering to group norms


13 - 25

2) Value Clashes

Conflict over value differences: – Religion– Culture– National values– Needs not being metTip: Biggest cause of conflictPeople with different value priorities:– More government vs. less government

– Pro Life vs. Pro Choice– Death penalty vs. Life time internment– Strong work/academic ethic vs. taking advantage of the system, or

cheating

– Gay marriage/rights vs. non support of Gay marriage/rights


13 - 26

3) Culture Clashes

• Occurs between people – from other countries – between people from different parts of the U.S.

• Work force reflects cultural diversity• Different cultural traditions can easily come

into conflict in the workplace – religion, food, holidays, clothing, etc.

• Issues range from simple to complex


13 - 27

4) Work Policies and Practices

• Conflict may happen when organizations maintain confusing or arbitrary– Rules– Regulations– Performance standards

• Often surface when managers don’t understand that employees view policies as unfair

• Conflict occurs when inequality among members is seen and felt


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5) Adversarial Management

Conflict can occur when:•Managers view employees and other managers with distrust and suspicion•Employees don’t provide enough information to make decisions•Employees don’t have enough authority to resolve problems•Management has unrealistic expectations•Management view others as “the enemy”

What happens:•Makes teamwork and cooperation difficult•Employees may do things to undermine the company


13 - 29

6) NoncomplianceConflict happens when:•Workers refuse to comply with rules

•Crossing picket lines – when union walk outs

•Unfair share of workload

•Producing more than others - assembly lines


13 - 30

7) Competition for Scarce Resources

• Downsizing and cost cutting can lead to destructive competition for scarce resources

• Outside money given in unequal distribution • Lack of basic needs (food, shelter, water) • Major economies occupying or invading

countries (oil, military bases, natural gas, gold, etc.)


13 - 31

8) Personality Clashes

People have differing– Communication styles– Political parties – Temperaments– Attitudes – Likes and dislikes– Values– Behaviors (Smoking vs. non smoking, meat eaters

vs. vegetarians or vegans)– Beliefs – right and wrong

9. Conflict around the world - 2012

Burgundy color - Major wars and civil unrest, 1,000+ deaths per year Gold color - Minor skirmishes and conflicts, fewer than 1000 deaths per year

War is not the answer…or is it?

C21st Century Wars http://www.historyguy.com/21st_century_wars.html#.UpDhlyOxOUY•Afghan War, Algerian civil war, Burma civil war, Columbian civil war, Congo regional war, Chechnya war, No-fly zone Syrian war, Northern Ireland conflict, Rwandan civil war, etc.

Conflict provides opportunity for for bad deeds

• Gun sales• Military equipment• Territory and resource grabbing• Power grabs• Ethnic cleansing• Dividing countries lets others do what they want.

Q: Is there time military action is necessary?

10. Neighborhood conflict

There is a saying "tall fences make good neighbors.•One of the top reasons Police are calledIncludes:•Dogs •Community associations •Trees •Noise •Eyesores •Property boundaries 1 •Property boundaries 2•Other

Three basic types of Conflict

1) Pseudo-conflict

– People misunderstand one another (tone of voice, word usage, preoccupied.)

2) Simple conflict

– People disagree about issues

2) Ego-conflict

– Personalities or value clashCopyright © 2012, 2009, 2006,

Pearson Education, Inc. All Rights Reserved

Managing Simple Conflict

• Clarify perceptions of message

• Clarify issues

• Use structured problem solving approach

• Use facts versus opinions

• Compromise

• Prioritize conflict resolution

• Postpone decision

Copyright © 2012, 2009, 2006, Pearson Education, Inc. All Rights

Reserved

Managing Ego-Conflict

• Don’t permit personal attacks

• Employ active listening

• Call for a “cooling off” period

• Focus on key issues

• Avoid judgment

• Use problem solving approach

• Speak slowly and calmly

• Agree to disagreeCopyright © 2012, 2009, 2006,

Pearson Education, Inc. All Rights Reserved

Group Phases - Tension

Groups and Conflict

Primary tension: Groups form - Uneasiness and comfortableness in getting acquainted and managing initial group uncertainty about the group task and individual’s role or responsibility.

Secondary tension: The tension which occurs as the members of the group develop roles, norms and express differences of opinions for reaching the group goal. Can also be the result of power struggles.

Group Phases of Forming/Conflict

• Phase 1 – Orientation- Forming• Phase 2 – Conflict - Storming• Phase 3 – Emergence- Norming• Phase 4 – Reinforcement – Performing

Groups will be goes through these very predictable phases. You might experience these 4 stages,

2 or 3 times depending on if you are working on different tasks.

Phase 1 – Orientation/Forming

• The orientation phase, develops trust and group cohesiveness, which is important for group survival in the second phase -- conflict.

• Members attempt to “break the ice.” Establish task and social structure to solve group goals.

• Communication is focused on getting to know each others; skills, strengths/weaknesses, patterns in behavior.

• Communication is vague; and people dont press issues, or say things that might prompt the rest of the group to reject them.

Phase 2 – Conflict/Storming• Group members start forming opinions, asking questions

about task, and/or personal conflicts etc. create conflict.

• Through conflict, groups identify task issues that confront group/Clarify your own and other’s roles.

• Communication during conflict stage is characterized by

persuasive attempts at changing others’ opinions and reinforcing one’s own position.

• Clarification leads toward greater predictability, less uncertainty, and the establishment of group norms.

Phase 3 – Emergence/Norming

• During this stage a group settles on • norms and moves away from • ambiguous statements. • “We” instead of “I.”• Conflict is still exists -- new patterns of communication

show group’s movingconflict stage into one of consensus. • The group continues to develop cohesion, a willingness

to make the task work, and creating norms-standards of behavior that will guide the group members interaction for dealing with the task.

Phase 4 – Reinforcement/Performing

A spirit of unity or “Esprit de Corp” characterizes the final phase of the group interaction.

• In the preceding three phrases, group members struggle through getting acquainted, building cohesiveness, expressing individuality, competing for status, and arguing over issues.

• The group eventually emerges from those struggles with a sense of direction, consensus, and a feel of group identity.

• Once your project is done and you see how successful it was, you will feel a real sense of accomplishment.

How to Deal with Difficult Group Members - Handout

The End

What is your conflict style?(In resource packet pgs. 26 to 28)

Five Conflict Management Styles

• Dysfunctional families – Many of us grew up in families where we didn’t learn to effectively communicate in relationships, especially when it involves conflict – being assertive helps heal and reduces our stress and conflict with others.

There are five basic styles of communication: - Avoidance - Accommodation - Competition - Compromise - Collaboration

Conflict styles have consequences


Competing – I win, you lose Avoiding – I lose, you lose Accommodating – I lose, you win Collaborating – I win, you win Compromising – I win and lose; you

win and lose


1) Avoidance - Individuals have developed a pattern of avoiding conflict. AS will: •not express their opinions or feelings, protecting their right•Not Identifying and meeting their needs. •Avoid conflict•Fail to assert themselves•Allows others to infringe on their rights•Tend to speak softy and apologeticallyIssues: •Avoidance can make conflict worse•Avoidance demonstrates lack of care or concernWhen is this style appropriate?•Can be positive, especially if the conflict is too big or emotional to resolve without help•Can give a group time to cool off – or allows group to avoid ‘hot' issues to get in the way


2) Accommodation – Individuals give inavoid a major blow up or controversy. ACS will:•Another approach makes the conflict go away•This style is considered a “lose-win” approach. •Give in too quickly, don’t allow discussion which is often healthy for a group making decisionsWhen is this style appropriate?•Accommodating others may cause the group to make a bad decision, if more discussion isn’t allowed to happen •Not a bad approach, especially when conflict is pseudo or simple.


3) Competition – People who have power or want more power often seek to compete with others. Often referred to as aggressive. CS will:•Group climate may result in greater defensiveness, blaming instead of finding solutions•Use humiliation to control others•Blame others, instead of owning the issuesWhen is style appropriate?•Not always wrong to compete, if you know you aren’t wrong•Also, if group members are suggesting something illegal or inappropriate•Or, member keeps others in the group from destructive or inappropriate behavior


4) Compromise ‘the big C’ - attempts to find a middle ground – a solution that meets all needs. Issues:•You win…I wn, is the best case, however at times nobody gets what they want.•Or, some lose and some win, which is expected…like a democracy. The majority win. •Set up with extremes can help create a middle ground.

Compromise Effect - Consumers

Can I help you Ms.?


5) Collaboration – Group members work side-by-side, rather than going after power, control, or winner takes all. •View conflict has something that needs to be resolved, rather than a game where people win or lose.•To collaborate is take the time, so both parties win. Works best:•With a culturally diverse group.•When group has the time to take to work through discussion and hearing each group member out.

Dealing with Difficult PeopleCrazy - Makers

Passive Aggressive – is a style where individuals appear passive on the surface but are actually acting out anger in a subtle, indirect, or behind the scenes way.

PA are:•Weak and resentful, so they sabotage, frustrate and disrupt. •They will appear cooperative but are not.•Like to be the center of attention.•Like to see people suffer, as it makes them feel better.

Dealing with Difficult Members- Recognizing Crazy maker Behavior

• PA – will surprise you with requests• PA – will pressure to do something when

you’re unsure• PA – will use relationships as leverage• PA – will isolate you from support• PA – will shift expectations and moods

Manage the Crazy makers

1. Don’t expect them to respond to feelings – Use statements that are factual, not emotional.2. Don’t let them spoil you day – Emotionally separate

their identity and self-esteem from their negative behavior – Don’t take it personally!

3. Manage yourself in their presence • Monitor your physical and nonverbal responses. • Stay neutral – don’t show emotions show in your tone

of voice, facial expressions or gestures.• Don’t give them the “power.”

Managing Crazy makers cont.

4. Manage and communicate expectations• Don’t expect them to behave as you do.• Be clear with them about your expectations.

5. Slow them Down – Tell them “You will get back to them,” or “You don’t have all the information you need to make a decisions.”

6. Ask lots of questions – This will help you sort out their demands and determine what they want.

What do you see?

What do you see?

What do you see?

If you are blind?

Internal Conflict - Left-Right Brain

It is a matter of perspective

Questions:•Is there a right way to see the images?•How did you feel about those who saw it differently? The same?•Was there ever a time when you saw something one way and some else saw it differently?

Words can contribute to conflict – A Cow

“Everyone knows what a cow is!”

WRONG….

A Cow

• A child on an Iowa farm, a cow is a friend to be care for when its weaned, a means of economic livelihood, and source of sex education; and 4-H show

• An inner city child a cow is a wild animal kept in the zoo.• Milk comes from cartons and meat comes from plastic

wrapped containers• A Hindu child of India – a cow is considered scared• Farmers – Cows are used for milk to make cheese – Have

special names, bells, etc.• Cowboys raise and herd cattle

Conflict Management Supportive communication is key!

Different types of communication create supportive and defensive climates in personal relationships.

Interpersonal climates occur on a continuum confirming to disconfirming. (It, you, thou)

Confirming messages recognize that another person exists, acknowledge that another matters to us, and endorse what we believe is true.

Disconfirming messages deny the person’s existence, indicate the other person does not matter to us, and reject another person’s feelings or thoughts.

Conflict Management • Make the relationship your priority. Maintain and strengthen the relationship, rather than

“winning” the argument – is the first priority. Be respectful of differing viewpoints. • Never criticize your partner - • Focus on the present. If you’re holding on to old hurts and resentments, your ability to

see the reality of the current situation will be impaired. Rather than looking to the past and assigning blame, focus on what you can do in the here-and-now to solve the problem.

• Pick your battles. Conflicts can be draining, so it’s important to consider whether the issue is really worthy of your time and energy. Maybe you don't want to surrender a parking space if you’ve been circling for 15 minutes. But if there are dozens of spots, arguing over a single space isn’t worth it.

• Be willing to forgive. Resolving conflict is impossible if you’re unwilling or unable to forgive. Resolution lies in releasing the urge to punish, which can never compensate for our losses and only adds to our injury by further depleting and draining our lives.

• Know when to let something go. If you can’t come to an agreement, agree to disagree. It takes two people to keep an argument going. If a conflict is going nowhere, you can choose to disengage and move on.

Conflict ManagementUnproductive Communication

Patterns During ConflictThe early stages

– Failing to confirm individuals– Cross-complaining – complaint met by complaint– Negative climate and mind reading

The middle stages– Kitchen sinking - involves throwing all kinds of events, or

misdeeds of another person, at them all at once. Example: A conversation about who's supposed to take out the garbage today might turn into a discussion of what someone did ten years ago.

– Frequent interruptions The later stages

– Pressure to resolve conflict - Usually on own terms

Conflict ManagementConstructive Communication Patterns During

Conflict

The early stages– Communicators confirm each other by recognizing and

acknowledging each other’s concerns and feelings

The middle stages– Stay focused on main issues (agenda building)– Bracketing – Individuals confirm others by getting back to

them later– Don’t interrupt except for clarification– Recognize each other’s point of view

The later stages– Contracting – Take each proposal and agree upon a

solution

Conflict ManagementRespond Constructively to Criticism

Refusing to accept criticism is likely to erect barriers or affect job performance reviews.

1) Seek more information - asking questions, paraphrasing what you have heard to reduce tension.

2) Consider the criticism thoughtfully – Is it valid?If you decide the criticism is valid, consider whether you want to

change how you act.Thank the person who offered the criticism – sometimes is disarming

and keeps the door open for communication in the future.Sometimes people are just difficult to deal with. They can be: rude,

inconsiderate, or just crazymakers. This calls for you to protect yourself.

Conflict Management

• Do not change mind too quickly

• Avoid easy conflict reducing techniques

• Seek different opinions

• Involve everyone in discussion

• Use variety of methods to reach agreement

• Expand the number of ideas using various techniques


Reserved

Be Other Oriented

• Give your idea to group

• Do not assume someone must win or lose

• Use group oriented rather than self oriented pronouns

• Avoid opinionated statements that indicate a closed mind

• Clarify misunderstandings

• Emphasize areas of agreement


Reserved

10 Approaches to NOT use in Conflict- Handout

1. Avoiding Conflict2. Being Defensive3. Overgeneralizing4. Being Right5. Mind-Reading6. Not Listening7. Blame Game8. Winning9. Character attacks10. Stonewalling

Sometimes - It’s all in how you ask?

Advice from Grade School Children

Advise from the dog!

BARK LESS! WAG MORE!

The End

GROUPTHINKA: John F. Kennedy’s response to his and his advisers

decision to invade the Bay of Pigs.The decision making process of this event and others,

such as:• Watergate, the crash of flight 173, and the Monica

scandal have been studied and identified as Groupthink

Q: Why did JFK think their actions were stupid. He and his advisors were competent and intelligent?

GROUPTHINKQ: How many of you avoid situations that

might involve conflict? Most people do not like conflict

Groupthink is the absence of conflict

Group members go along with the other group members (because they are afraid of authority or of making waves)

Group members close themselves off to input from those outside the group

Group members become paralyzed and unable to see the errors of their ways

To avoid Groupthink allow some conflict…you’ll feel better in the end

Conflict provides different ideas and points of view that if shared and discussed can

led to greater ideas and ultimately a better end.

Groupthink: Conflict Avoidance

• Is the illusion of agreement

• Type of thinking when group tries to reach consensus without critical testing, analyzing and evaluating ideas

• Results in ineffective consensus

• Too little conflict lowers quality of group decision

• Group does not take time to examine positive and negative consequences of its decision


Reserved

Symptoms of Groupthink

• Critical thinking not encouraged

• Members think group can do no wrong

• Members concerned about justifying actions

• Members apply pressure to those who do not support group

• Members believe they have reached true consensus

• Members too concerned with reinforcing leader’s beliefs


Reserved

Suggestions to Reduce Groupthink

• Encourage critical thinking

• Be sensitive to status

• Invite someone from outside group

• Assign devil’s advocate role

• Subdivide to consider potential problems & solutions

• Use technology to gather information & evaluate ideas


Reserved

Symptoms of Groupthink

• Critical thinking not encouraged

• Members think group can do no wrong

• Members concerned about justifying actions

• Members apply pressure to those who do not support group

• Members believe they have reached true consensus

• Members too concerned with reinforcing leader’s beliefs


Reserved

Consensus: Reaching Agreement Through Communication

• Consensus should not come too quickly• Consensus does not come easily• Consensus involves emphasizing areas of

agreement• Groups that achieve consensus are likely to

maintain agreement• To achieve consensus, some personal

preferences must be surrendered• Postpone decision if consensus can not be

reached


Reserved

Suggestions for Reaching Consensus:

• Keep group oriented to goal

• Be sensitive to ideas and feelings of others

• Promote honest interaction and dialogue


Reserved

Chapter 9 – Leadership 5 point exercise

1) When you think of leadership what comes to mind?2) Who do you think is a (past/recent) good leader? Why?3) Do you consider yourself a leader? Why?4) Leadership style – Do after answering the above questions.

Leadership – Chapter 11

Q: What do they have in common?

Industry/Media LeadersThe Billionaire Club

• Two-thirds of the wealthiest people in the U.S. added to their fortunes, boosting their average net worth by $400 million to a record $4.2 billion. ~ Forbes Magazine

Chapter 9 - Leaders

Definition:Behavior or communication that influences, guides, directs, or controls a group.

Dennis Gouran – suggests leadership constitutes that behavior when groups experience difficulty establishing the conditions necessary for making the best possible choices.

Chapter 9 - Leadership Studies

• Trait perspective – Historical reference only


Reserved

IntelligenceGood lookingTallEnthusiasmDominanceSelf confidenceSocial participationEgalitarianism

“The first responsibility of a leader is to define reality. The

last is to say thank you. In between, the leader is servant.”

Max De Pree – American Business person and writer


Reserved

Eastern Philosophy of Leadership (Lao Tsu)

“The wicked leader is he who the people despise

The good leader is he who the people revere

The great leader is he who the people say

‘We did it ourselves’.”

Copyright © 2012, 2009, 2006, Pearson Education, Inc. All Rights Reserved

• Strong leaders are great communicators not talkers• How do they communicate?• Communicate using social networks• They write blogs, articles and use the media to discuss financial

information, corporate vision and strategy• They review values and culture• They note accomplishments and celebrate progress• They also teach, encourage, inspire and motivate• They express appreciation and gratitude• They reassure and calm those around them• They are articulate and never condescending

What is a strong leader~ Forbes Magazine

Forbes - Great Leaders• Abraham Lincoln was the 16th President of the

United States, serving from March 1861 until his assassination in April 1865.

• Two minute speech in 1863 at Gettysburg in the middle of the most bloody war

• He stood where many had died to encourage Americans to fight on for the survival of representative democracy

• “Government of the people, by the people, for the people, shall not perish from the earth.”

• He ended slavery in the US by signing the Emancipation Proclamation.

Greatest strengths: Determination, persistence, beliefs, and courage.

Lincoln the movie – Reviewers say it is greatest political

movie.

Forbes - Great Leaders

John Wooden, ULCA •Taught his team how to win•How to be great men•He was soft spoken, humble, but led by example•Has written many books on leadership


• George Washington, the founding father of the United States.

• Leader of the American Revolution and the first president of the U.S.

• His vision has endured more than 200 years

Greatest strengths:• Foresight• Vision• Strategic planning• His ability to lead people to success.


• Prime Minister of Britain from 1940 to 1945. • Churchill led Great Britain against the Nazi

Germany during the World War II. • He had seen the potential problem with the

Germans after WWI and wanted to Brits to engage in WWII early on, but the Brits wouldn’t.

• When Britain became desperate they called him after retirement.

Greatest traits: • Fearlessness• Determination• Unyielding perseverance• Undying devotion to his goal


• Nelson Mandela was the first S. African president elected in fully democratic elections.

• Mandela was the main players in the anti-apartheid movements in the country and served a 30 year prison sentence because of being an apartheid.

Greatest traits:• Determination to change apartheid• Persistence• Focus• And, will• No fear of being jailed.

Forbes - Great Leaders• Steve Jobs co-founded Apple Computers with Stephen Wozniak.

Under his guidance• The company pioneered a series of revolutionary technologies,

including the iPhone and iPad. Greatest Traits:1) The consummate salesman• The most visible element of Jobs’s success was his ability to convince

people that they absolutely had to have whatever it was that he had to offer.

2) The incredible judge of consumer behavior• Other companies do focus groups to ask what customers want. That

never worked for Steve Jobs, because he knew what people wanted long before they themselves knew.

3) The perfectionist• Attention to detail has long been a hallmark of Apple’s products and

much of that can be attributed to the relentless focus of Steve Jobs. Jobs pushed himself hard and everyone around him hard.

• The result was that workers were pushed to deliver things that they themselves didn’t think possible.

Functional Perspective

Task leadership – accomplishing group goals

• Initiating – Getting the group to begin the task.

• Coordinating – One of the more important leadership roles is coordinating activities and goals.

• Summarizing – Groups need someone to periodically summarize the activities.

• Elaborating – Sometimes good ideas are ignored. A good leader will focus on elaborating and focusing on a good idea.

Process leadership – Group building and maintenance• Releasing tension – Knowing

when to add humor, breaks, etc. to remove group from conflict, stress.

• Gatekeeping – Guiding discussion.

• Encouraging – Improve the morale of group can increase cohesiveness.

• Mediating – Leadership aims at resolving conflict between group members.


Reserved

Situational Perspective – Table 12.1

• Authoritarian

– Leader makes all policy decisions.

– Dictate all activity, steps, and vision.

– Work one on one with praise and criticism.

– Aloof from group.

• Democratic

– Policies are a matter of group discussion.

– Leader checks in at all times with group and follows up.

– Leader leaves decision of task to your group.

Copyright © 2012, 2009, 2006, Pearson Education, Inc. All Rights Reserved

• Laissez-Faire -- Leader participates at minimum. -- Complete freedom for group. --

Authoritian Leadership

• Adolf Hitler was extremely authoritarian. He required the population of the Third Reich to accept everything that he said as absolute law, and was able to impose a death sentence on anyone who failed to do so. Hitler was obsessed with being in control, and with being the alpha male in a rigid male dominance hierarchy.[12]

• Martha Stewart constructed her empire through her own special attention to every detail. She was meticulous, demanding, thorough and scrupulous. She flourished in her ventures and in using her authoritarian leadership style. [13]

Democratic Leadership

Consensus Takers - Leader gets input from everyone – Bill Clinton an example – Polled all and then made a decision. Other example - Dwight D. Eisenhower•Eisenhower was one of America's greatest military commanders and the thirty-fourth President of the United States.

Autocratic Leadership

• Autocratic leadership style works well if the leader is competent and knowledgeable enough to decide about each and everything.

• Authoritative is considered one of the most effective leadership styles in case there is some emergency and quick decisions need to be taken.

• Bill Gates adopted this style and has steered Microsoft toward great success. According to Bill Gates, he had a vision when he took reins of the company and then used all the resources available to make that vision a reality.

• In the personal computer workplace, many operating conditions call for urgent action, making this style of leadership effective. While Gates does not exhibit this style consistently, his success can be judged by his decision making process and the growth of the computer industry in the world. [1

Leadership Patterns

• Communication that influences, guides, directs or controls group


Reserved

Transformational Leadership

Four defining characteristics•Individualized Consideration – the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers.

•Intellectual Stimulation – the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn.

•Inspirational Motivation – the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward.

•The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities.

•Idealized Influence – Provides a role model for high ethical behavior, instills pride, gains respect and trust.


Reserved

Emergent Leadership in Small Groups

Minnesota Studies

• Leaders emerge through a “method of residues”

• Members reject dictatorial candidates

• Accepted the contender with the optimum blend of task efficiency and personal consideration


Reserved

Leadership and Self-deception in Organizations

• Leaders ignore upward communication from non-managerial members

• Leaders must solicit communication from lower-status members


Reserved