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Chapter 5 - Leadership and social influence processes. Chapter 5 covers quite extensively three more of the internal influences in the tubbs model of small group interaction: status and power, leadership, and group norms. This chapter examines the two types of status, ascribed and attained, and the five types of power: reward, coercive, legitimate, referent, and expert.
CCHH AAPP TT EE RR Leadership and Social Influence Processes Stewart L Tubbs McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Leadership and Social Influence Processes • • • • • • • • • McGrawHill Glossary Case Study Status and Power Leadership Followership Contingency Theory GroupNorms:SocialInfluenceandConformity GroupDevelopment TheSystemsApproach â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Glossary ã AscribedStatustheprestigethatgoestoapersonby virtue of his or her birth • Attained Status—the prestige that goes to a person on the merits of his or her own individual accomplishments • Coercive Power—the power an individual has to give or withhold punishment • Expert Power—our acceptance of influence from those whose expertise we respect • Followership Styles—behavioral tendencies people have toward authority figures (e.g., obedient versus rebellious) McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Glossary • Groupthink—refers to the tendency of group members to share common assumptions which frequently leads to mistakes • Legitimate Power—the influence we allow others, such as our bosses, to have over us on the basis of their positions • Referent Power—power based on identification with thesourceofpower,e.g.,havingadmirationforsomeone ã RewardPowerthepoweranindividualhastogive orwithholdrewards McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Case Study Department 8101 1. What mistakes do you think Rita made as a leader in this case? 2. What, specifically, would you have done differently if you had been Rita? McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Status and Power • Types of Status – Some have theorized that power and status are a function of the ratio of the number of successful power acts to the number of attempts to influence – The success rate and relative status of any individual will vary from group to group McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Status and Power • Types of Power – – – – – McGrawHill Reward power Coercive power Legitimate power Referent power Expert power © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Status and Power • Power tends to equate to effectiveness in the eyes of others – Comments in small groups tend to be directed more often (by direction of eye contact) to higherstatus group members than to those of lower status • Positive and Negative Uses of Power – Most experts agree that power tactics are amoral McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide Leadership • An effective leader is essential for optimal group performance. • Historic Trends – Trait Theory • The physical traits associated with leadership were height,weight,physicalattractiveness,andbody shape CircumstancesTheory ã Apersonmaybeaneffectiveleaderinone circumstancebutperformpoorlyinadifferent circumstance McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 10 Leadership • Historic Trends (continued) – Function Theory • Leadership consists of certain behaviors, or functions, that groups must have performed – 1. Task orientation – 2. People orientation – 3. Changeoriented behaviors (Yolk et al, 2002, p. 18) • Leadership Roles – Earlystudiesidentifiedthreedifferentstyles: ã Autocratic ã Democratic ã Laissezưfaire McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 25 Contingency Theory ã FiedlersContingencyLeadershipModel McGrawưHill Source:FromFiedlerandChemers.LeadershipandEffectiveManagement(Glenview,Ill:Scott,Foresman, â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved 1974),p.80.Copyrightâ1974byScott,Foresman&Co.Reprintedbypermissionoftheauthor Slide 26 Contingency Theory • Hershey and Blanchard’s Contingency Model of Leadership McGrawHill Source: From Hershey, Blanchard, and Johnson, Management of Organizational Behavior, 8th ed. © 2004 The McGrawHill Companies, Inc. All rights reserved (Englewood Cliffs, N.J.:PrenticeHall, 2001), p. 182 Slide 27 Group Norms: Social Influence and Conformity ã Wood,Phillips,andPedersen(1986)define normsasstandardizedpatternsofbelief, attitude,communicationandbehavior withingroups. McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 28 Group Norms: Social Influence and Conformity • The following guidelines help groups arrive at more creative solutions about 75 percent of the time (Leonard and Swaps, 1999, p. 66) – Avoid changing your mind only to avoid conflict and to reach agreement and harmony – Withstand pressures to yield, which have on objective or logically sound foundation – View differences of opinion as both natural and helpful McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 29 Group Norms: Social Influence and Conformity • Conformity: Research and Applications – The results of several studies are summarized below 1. Group pressure does, indeed, produce conformity 2. Yielding can be induced even in attitudes having personal relevance 3. Yielding is greater on difficult decisions than on easy ones 4. There are large differences in the amounts of yielding for different individuals 5. When subjects are tested again without the group pressure, a major part of the original yielding disappears McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 30 Group Norms: Social Influence and Conformity • Conformity: Research and Applications – Individual personal factors have been studied in relation to conformity 1. Conformists are less intelligent 2. Conformists are lower in ego strength and in their ability to work in stress situations 3. Conformists tend toward feeling of personal inferiority and inadequacy 4. Conformists show an intense preoccupation with other people 5. Conformists express attitudes and values of a more conventional nature than nonyielders McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 31 Group Norms: Social Influence and Conformity • Conformity: Research and Applications – LipmanBlumen and Leavitt (1999) offer a qualitative anlaysis of the four stages of conformity pressure • • • • McGrawHill Reason Seduction Coercion Isolation © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 32 Group Norms: Social Influence and Conformity • Conformity: Research and Applications – Groupthink tends to occur when several factors are operating at once • Type I: Overestimation of the group—its power and morality • Type II: Closedmindedness • Type III: Pressures toward uniformity McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 33 Group Norms: Social Influence and Conformity McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 34 Group Norms: Social Influence and Conformity – Theoretical Curves of Communications from Strong Rejectors, Mild Rejectors, and Four Nonrejectors to the Deviant in the Four Experimental Conditions McGrawHill Source: From Schacter. “Deviation, rejection, and communication.” Journal of Abnormal and Social Psychology © 2004 The McGrawHill Companies, Inc. All rights reserved 46:202.AmericanPsychologicalAssociation,copyrightâ1951 Slide 35 Group Development ã Groupdevelopmentseemstobepartlythe resultofindividualpsychologicalneedsand partlytheresultofthesocialinfluences manifested in the group – Phase 1 (orientation) • Seems to be a period in which group members simply try to break the ice and begin to find out enough about one another to have some common basis for functioning – Phase 2 (conflict) • Frequently characterized by conflict of one kind or another McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved Slide 36 Group Development • Group development . . . (continued) – Phase 3 (emergence) • Involves a resolution of the conflict experienced in Phase 2 – Phase 4 (reinforcement) • Thephaseofmaximumproductivityandconsensus McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 37 Group Development ã SummaryofLiteratureonGroupPhases McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 38 The Systems Approach ã Highưstatusindividualstendtohavemore power ã Theleadershipstylethatwouldbe appropriateinonesituationwithonesetof followersmaynotbethemostappropriate inadifferentsituationwithadifferentsetof followers McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide 39 The Systems Approach • Conformity pressure differs depending on the type of group, the personalities of the group members, and a number of other factors • Groups go through fairly common phases, depending on the type of group – The systems theory approach suggests that these phases are simply parts of a recurring cycle of events that probably occur during a single meeting and tend to be repeated throughout the group’s lifetime McGrawHill © 2004 The McGrawHill Companies, Inc. All rights reserved ... Interaction? ?Process Analysis. Categories of Communicative Acts McGrawHill Source: Based on Robert F. Bates.? ?Interaction? ?Process Analysis (Reading, Mass.: AddisonWesley, 1 950 ), p. 9; A. Paul Hare. Handbook of? ?Small? ?Group? ?Research (New York: Free Press of Glencoe, 1962), p. 66; and ... Mostexpertsagreethatpowertacticsare amoral McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Leadership ã Aneffectiveleaderisessentialforoptimal groupperformance. • Historic Trends – Trait Theory... RewardPowerthepoweranindividualhastogive orwithholdrewards McGrawưHill â2004TheMcGrawưHillCompanies,Inc.Allrightsreserved Slide Case Study Department 8101 1. What mistakes do you think Rita made as? ?a? ?leader in