sept. 30 notes
sept. 30 notes CRS 333
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This 2 page Class Notes was uploaded by Alyson Forman on Wednesday September 30, 2015. The Class Notes belongs to CRS 333 at Syracuse University taught by M. Lopoo in Summer 2015. Since its upload, it has received 24 views. For similar materials see Small Group Communication in Journalism and Mass Communications at Syracuse University.
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Date Created: 09/30/15
Sept 30 mtg An influence process between leader and followers directed toward change that reflects mutual purposes of a gourd members and is largely achieved through competent communication Leadership and Influence leadership is a social influence process based in perceived credibility Leader and Followership the leader and follower roles either exist together or they don t exist at all Leadership amp Communication Competent communication is necessary Set the emotional tone for the group both positively and negatively Showing respect for followers is critical Gaining and Retaining Leadership Want to be a leader Thou shalt not show up late for or miss meetings be uninformed about a problem commanding the group s attention manifest apathy and lack interest by sluggish participation attempt to dominate conversation during discussion listen poorly be rigid and inflexible when expressing viewpoints bully group members use offensive and abusive language General Pattern of Leadership Emergence Group selects leader by process of elimination To be the leader of the group you must 1 Manifest conformity to the group s norms values and goals 2 Display proper motivation to lead 3 Avoid the thou shalt nots Three Primary Qualifications for retaining leadership 1 You must demonstrate your competence as a leader 2 You must accept accountability for your actions 3 You must satisfy group members expectations PerSpectives on Effective Leadership There are 5 dominant perspectives on effective leadership 1 Traits Perspective idea that leaders are born not made Views leadership as a person not a process Some traits common among leaders are intelligence social and verbal skills integrity sense of humor extroversion likability confidence May be necessary yet not sufficient for an individual to be an effective group leader 2 Styles Perspective three leadership styles Autocratic directive less social Democratic participative Laissezfaire sit on your derriere style No one style of leadership will be suitable for all situations 3 Situational Perspective matching style with situations Hersey and Blanchard show 3 variables that dictate style 1 The amount of guidance and direction task emphasis a leader provides 2 The amount relationship support socioemotional emphasis a leader provides 3 The readiness level in performing a task function or objective that followers demonstrate Telling Style specific instructions close supervision Selling Style explains asks followers to accept Participating Style shared decision making emphasizes developing relationships Delegating Style selfdirected group Match the style to the group and task takes constant attention 4 Functional Perspective focuses on both task requirements and social and maintenance needs 2 different schools of thought leader as completer finish the unfinished vital functions maintain specific responsibilities 5 Servant Perspective ethical leaders serve others Emphasize follower development Servant leaders embrace the 5 elements of communication ethics Effective leaders adapt to changing situations