Real Communication An Introduction

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A Study Tool

Now that you have finished reading this chapter, you can:

Describe the types of power that leaders employ:

c Leadership is the ability to influences others’

behaviors and thoughts toward a productive end

(p. 274).

c Legitimate power comes from an individual’s role

or title (p. 274).

c Coercive power stems from the ability to threaten

or harm others (pp. 274–275).

c Reward power is derived from the ability to

bestow rewards (p. 275).

c Expert power comes from the information or

knowledge an individual possesses (p. 275).

c Referent power stems from the respect and affec-

tion that followers have for a leader (p. 275).

Describe how leadership styles should be adapted to

the group situation:

c A directive leader gives specific instructions

(pp. 277–278).

c A supportive leader attends to members’ emo-

tional and relational needs; (p. 278).

c A participative leader views members as equals,

inviting collaboration; (p. 278).

c A delegating leader, whom some call a “hands-off ” or

laissez-faire leader, allows group members to carry

out tasks on their own; (pp. 278–279).

c An achievement-oriented leader sets challenging

goals and has high expectations; (p. 279).

Identify the qualities that make leaders effective at

enacting change:

c Visionary leaders envision the long-range future

(p. 281).

c Charismatic leaders use an engaging personality

and dynamic communication style (p. 281).

c Transformative leaders energize others and make

real changes (p. 281).

c Unethical leadership behaviors include bullying,

the use of aggressive tactics, and Machiavellianism

or leadership by manipulation (p. 283).

Identify how culture affects leadership behavior:

c Masculine leadership—valuing hierarchy and

control—and feminine leadership—valuing

relationships and nurturing (p. 284).

c Leaders from high-context cultures tend to make

suggestions rather than dictating orders or impos-

ing solutions (p. 284).

List the forces that shape a group’s decisions:

c Groupthink occurs when members avoid chal-

lenging the group’s ideas or decisions (p. 286–287).

c Cognitive forces are members’ thoughts, beliefs,

and emotions (p. 287).

c Psychological forces refer to members’ personal

motives, goals, attitudes, and values (p. 287).

c Social forces are group standards for behavior that

influence decision making (p. 288).

Explain the six-step group decision process:

c Identify and define the problem (p. 288).

c Analyze the problem (pp. 288–289).

c Generate solutions by brainstorming, coming up

with as many ideas as possible; then identifying the

criteria that solutions will have to meet (p. 289).

c Evaluate and choose a solution (p. 290).

c Implement the solution (p. 290).

c Assess the results (pp. 290–291).

List behaviors to improve meetings:

c Assess whether the meeting is necessary, ensure that

those present are necessary, ask for information

in advance, articulate goals, and set an agenda

(pp. 292–293).

c To manage the meeting, arrive prepared; keep the

group focused; keep an eye on the time, perhaps

using a nonbinding straw poll manage distrac-

tions; manage conflict; summarize periodically;

consider making decisions by consensus, and fol-

low up (pp. 293–296).

Demonstrate aspects of assessing group performance:

c Informational considerations.

c Procedural effectiveness (p. 299).

c Interpersonal performance (p. 299). Avoid

grouphate, or negativity toward working in groups

(p. 300).

REAL REFERENCE

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