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 wars
Other:
•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 Reflection
1) 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?
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





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

Conflict – Deborah Tannen
An 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

Metaphors about conflict
•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 ???

Principles of Conflict
1. Conflict is inevitable
2. 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 relationship
6. 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.

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

Common roots
of conflict
1) Ineffective communication
2) Values clashes
3) Culture clashes
4) Work policies and practices
5) Adversarial management
6) Noncompliance
7) Competition for scarce resources
8) Personality clashes
9) World conflict
10) Neighbor conflict
Copyright © Houghton
Mifflin Company. All rights
reserved.

13 - 23

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

reserved.

13 - 24

2) Value Clashes
Conflict over value differences:
– Religion
– Culture
– National values
– Needs not being met
Tip: Biggest cause of conflict
People 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
13 - 25
reserved.
– Gay marriage/rights vs. non support of Gay marriage/rights

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
reserved.

13 - 26

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
reserved.

13 - 27

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
reserved.

13 - 28

6) Noncompliance
Conflict 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
reserved.

13 - 29

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.)
reserved.

13 - 30

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
reserved.

13 - 31

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 called
Includes:
•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 clash
Copyright © 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,
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 disagree
Copyright © 2012, 2009, 2006,
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

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 apologetically
Issues:
•Avoidance can make conflict worse
•Avoidance demonstrates lack of care or concern
When 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

Five Conflict Management
Styles
2) Accommodation – Individuals give in
avoid 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 decisions
When 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 issues
When 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.

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 People
Crazy - 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.

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 Management
Unproductive Communication
Patterns During Conflict
The 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 Management
Constructive 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 Management
Respond 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
Copyright © 2012, 2009, 2006,
Reserved

Be Other Oriented
• Give your idea to
• Avoid opinionated
group
statements that
indicate a closed
• Do not assume
mind
someone must win
• Clarify
or lose
misunderstandings
• Use group oriented
• Emphasize areas
rather than self
oriented pronouns
of agreement
Copyright © 2012, 2009, 2006,
Reserved

10 Approaches to NOT use in Conflict- Handout
1. Avoiding Conflict
2. Being Defensive
3. Overgeneralizing
4. Being Right
5. Mind-Reading
6. Not Listening
7. Blame Game
8. Winning
9. Character attacks
10. Stonewalling

Sometimes - It’s all in how you
ask?

Advice from Grade School Children

Advise from the dog!

BARK LESS!

WAG MORE!

GROUPTHINK

A: 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?

GROUPTHINK
Q: 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)
Conflict provides different
ideas and points of view that
if shared and discussed can
led to greater ideas and
ultimately a better end.

 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

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
Copyright © 2012, 2009, 2006,
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

Copyright © 2012, 2009, 2006,
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

Copyright © 2012, 2009, 2006,
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
Copyright © 2012, 2009, 2006,
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 Leaders
The 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

Copyright © 2012, 2009, 2006,
Reserved

Intelligence
Good looking
Tall
Enthusiasm
Dominance
Self confidence
Social

participation
Egalitarianism

“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
Copyright © 2012, 2009, 2006,
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

What is a strong leader
~ Forbes Magazine
•
•
•
•
•
•
•
•
•
•

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

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.

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 antiapartheid 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.
•

•

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

Process leadership – Group
building and maintenance
•

•
•

•

•

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.

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.

•

•

Copyright © 2012, 2009, 2006,
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.

•

•

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

--

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

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

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.

Copyright © 2012, 2009, 2006,
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
Copyright © 2012, 2009, 2006,
Reserved

Leadership and Self-deception in
Organizations
• Leaders ignore upward communication
from non-managerial members
• Leaders must solicit communication from
lower-status members

Copyright © 2012, 2009, 2006,
Reserved

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