6.1 What is Leadership?

When you hear the word “leadership” what comes to mind? Is it Superman, with amazing abilities to overcome almost all obstacles combined with altruism and his concern for humanity? Is it Lara Croft, the fictional video game character who solves all her own problems and doesn’t need anyone to save her as she is no “damsel in distress?” Is it the action movie hero, alone against all odds, the rises from the ashes victorious? Is it the person who, observing that someone is choking and cannot breathes, performs the Heimlich maneuver, dislodging the obstruction and saving someone’s life? Or finally, is the person who gets up every morning, helps others at their tasks and on their way, who juggles two jobs and more responsibilities than they can count, and still remains accessible, helpful, and caring day after day? You might answer all of the above and to a certain extent you would be correct, but we need to examine these distinct expressions of leadership to learn from each one.

Superman represents the ideal hero for some, with a combination of strength and virtue. Natural born leaders have been discussed, explored, and investigated time and time again across history. It was once thought that a leader was born, not made, but the evidence indicates otherwise. What makes a leader is complicated and not easy to define. Across cultures leadership is considered many things, and requires many different, if not opposing, behaviors. There is no universal standard, trait, or quality that makes a leader, but still people sometimes look to a strong leader to solve their problems. Some cultures have embraced a single person’s leadership without checks or balances, like Stalin or Hitler, only to learn devastating lessons that cost millions of lives. There is no superman.

Therefore, what does make a leader? Is it a combination of talents (that you are born with) and skills (that you learn in life)? Ligon, Hunter, and Mumford ^[1]Development of outstanding leadership:

A life narrative approach. ^[2] explore exceptional leaders in Development of outstanding leadership: A life narrative approach. Their goal was to further understanding of how  different  childhood  and  young adult experiences may impact leadership, searching for identifiable patterns in predicting different types of leadership. Their conclusion may surprise you: what makes a leader across contexts are individuals who, in the presence of a crisis or challenge, can formulate and implement a plan of action. Leadership, therefore, is the ability to effectively formulate and implement a plan of action based on the context. The person who calls 911 when someone appears to have a heart attack has observed and assessed the situation, and creates a rational plan to address the    current crisis. What might be normally considered a simple phone call, in this   context, becomes of paramount importance. The ability to provide a location or  street address, or describe observations, or even perform CPR while emergency services are in route are all examples of leadership in action. Even if the person doesn’t know CPR, the act of asking people in the area if anyone knows CPR and can help is matching needs to skill sets, an important aspect of leadership. Leadership   can be demonstrated in your own life or can involve teams and groups.

The study of leadership began with the focus on control and hierarchy, ^[3]but that is changing. For example, Mendenhall, Osland, Bird, Oddou, and Maxneyski ^[4]explored global  leadership and attempted to define a universal leader. They observed a shift from hierarchal leadership (the boss tells you what to do and how to do it) to a more participatory leadership (the boss discusses the task with the team as they formulate a plan). The ancient view of global leadership was one of domination, commanding followers, and clear demonstrations of the power of a leader. This reflected a more of authoritarian style than a participative style of leadership that we observe today. According to Rajah, Song and Arvey, ^[5] there a current shift from the perceptive of a leaders’ controlling perspective to one of the followers’ participatory perspective. Across fields, leadership is increasing perceived as a dynamic relationship involving leader-follower behaviors. Today, issues such as diversity, gender, culture and ethics are increasingly considered relevant, even critical, elements of leadership. Day and Antonakis ^[6]suggest a new paradigm where leadership is, in fact, just starting to be understood as a hybrid approach that combines insights, frameworks, strategies, and approaches  across disciplines.

As globalization increases and our interconnected world becomes smaller, there is a growing appreciation for the role of an effective leader in terms of vision, success,  and overall organization effectiveness. Leaders are required to possess increasingly complex skill sets and are expected to effectively communicate with individuals, groups and teams, and within and between organizations. This gives rise to the  central question: how best to prepare or develop effective leaders? Avolio, Walumbwa, & Weber ^[7] provide a developmental approach, conceptualizing authentic leadership as a pattern of leadership behavior that develops from a combination of positive psychological qualities and strong ethics. Avolio, Walumbwa, & Weber Avolio, B., Walumbwa, F., & Weber, T. (2009) Leadership: Current Theories, Research, Future Direction Annual Review of Psychology 60 (2009), pp. 421–449; doi: 10.1146/ annurev.psych.60.110707.16362 also suggest that leadership is composed of four distinct but related components; self-awareness, internalized moral perspectives, balanced processing, and relational transparency.

We can observe that leadership has been investigated, and that it has many factors, but we are still challenged to fully answer our central question: what is leadership? We’ll conclude with a term from the US Navy: deckplate leadership. Get out of the office and get on the deckplates. It means that, in order to get the job done an effective leader has to be on the deck of the ship, interacting and learning what are the challenges, strengths, weaknesses, and opportunities present, emphasizing both task orientation with relationship. That takes initiative, self-motivation, skills, and talent, all elements of effective leadership. You, as a student, are taking charge of your education. As we proceed in our exploration of leadership remember to get up, get out, and see the many examples of leadership all around you.

6.2 Leadership Theories

There are many perspectives on leadership, but they generally fall into four main categories: leadership traits, situational or context-based leadership, functional leadership, and transformational leadership. Let’s examine each in turn.

The first approach we’ll consider is the oldest of all: universal leadership traits, or the view that there are inherent traits, that may be part of a person from birth as    in talents, or acquired skills that express those in-born traits, that are somehow universal or constant across contexts and cultures. It is a significant challenge to    even begin to consider the many contexts where leadership might be displayed, and   so instead of focusing on the context, in this view we focus on the individual and his or her traits. Some studies ^[8] A qualitative and quantitative analysis of verbal style and the elimination of potential leaders in small groups. Small Group Research, 38, pp. 13–26. have indicated that people in leadership possess the following ten traits as shown in Table 8.1 “Universal Leadership Traits”.

Table 8.1 Universal Leadership Traits

As we review these terms we can observe many of them in ourselves and others in daily life. Are leaders those who possess all ten traits? Are these ten traits the only traits that represent leadership? No on both counts. Leaders may possess or exhibit some or all of these traits, but not all the time in every context. In addition, what we consider leadership in one context might be considered insubordination in another. Cultures vary as to their expectations for leaders and what traits they must possess, and we learn culture from each other. We are not born with it. We learn to communicate from and with each other. We are not built with an innate ability to communicate and our surroundings, including those who model behaviors for us, influence how we communicate with ourselves and others. If we are raised in a community where people take responsibility for their challenges and work together to solve them, we are more likely to model that behavior. If we are raised in a community that looks to an institution or an individual to solve problems for them, we are more likely to expect our problems to be solved for us. Since we can see that our environment influences our communication, our culture, and these traits, let’s examine alternatives as we continue to explore the concept of leadership.

In order to match leadership strategies and context we first need to discuss the range of strategies as well as the range of contexts. While the strategies list may not be as long as we might imagine, the context list could go on forever. If we were able to accurately describe each context, and discuss each factor, we would quickly find the task led to more questions, more information, and the complexity would increase, making an accurate description or discussion impossible. Instead, we can focus our efforts on factors that each context contains and look for patterns, or common trends, that help us make generalizations about our observations.

For example, an emergency situation may require a leader to be direct, giving specific order to each person. Since each second counts the quick thinking and actions at the direction of a leader may be the most effective strategy. To stop and discuss, vote, or check everyone’s feelings on the current emergency situation may waste valuable time. That same approach applied to common governance or law- making may indicate a dictator is in charge, and that individuals and their vote are of no consequence. Instead an effective leader in a democratic process may ask questions, gather view points, and seek common ground as lawmakers craft a law that applies to everyone equally.

Hersey and Blanchard^[9] take the situational framework and apply to an organizational perspective  that reflects our emphasis on group communication. They assert that, in order to be an effective manager, one needs to change their leadership style based on the context, including the maturity  of  the  people  they  are  leading  and  the  task  details.  Hersey and Blanchard ^[10]focus on two key  issues:  tasks  and  relationships,  and  present  the  idea  that  we  can  to  a greater or lesser degree focus on one or the other to achieve effective leadership in a given context. They offer four  distinct  leadership  styles  or  strategies  (abbreviated with an “S”):

1. Telling (S1). Leaders tell people what to do and how to do it.
2. Selling (S2). Leaders provide direction, information, and guidance, but sell their message to gain compliance among group members.
3. Participating (S3). Leaders focus on the relationships with group members and shares decision-making responsibilities with them.
4. Delegating (S4). Leaders focus on relationships, rely on professional expertise or group member skills, and monitor progress. They allow group members to more directly responsible for individual decisions but may still participate in the process.

Telling and selling strategies are all about getting the task done. Participating and delegating styles are  about  developing  relationships  and  empowering  group members to get the job done. Each style or approach is best suited, according to   Hersey and Blanchard, Hersey, P. and Blanchard, K. H. (1977). Management of Organizational Behavior 3rd Edition—Utilizing Human Resources. New Jersey/Prentice Hall.  to a specific context. Again, assessing a context can be a challenging task but    they indicate the focus should be on the maturity of the group members. It is a responsibility of the leader to assess the group  members and  the  degree  to  which they possess the maturity to work independently or together effective,  including whether they have the right combination of skills and abilities that the task requires. Once again, they offer us four distinct levels (abbreviated with “M” for maturity):

1. M1, or level one. This is the most basic level where group members lack the skills, prior knowledge, skills, or self-confidence to accomplish the task effectively. They need specific directions, and systems of rewards and punishment (for failure) may be featured. They will need external motivation from the leader to accomplish the task.
2. M2, or level two. At this level the group members may possess the motivation, or the skills and abilities, but not both. They may need specific, additional instructions or may require external motivation to accomplish the task.
3. M3, or level three. In this level we can observe group members who are ready to accomplish the task, are willing to participate, but may lack confidence or direct experience, requiring external reinforcement and some supervision.
4. M4, or level four. Finally we can observe group members that are ready, prepared, willing, and confident in their ability to solve the challenge or complete the task. They require little supervision.

Now it is our task to match the style or leadership strategy to the maturity level of the group members as shown in Table 8.2 “Situational Leadership: Leadership Style and Maturity Level”.

Table 8.2 Situational Leadership: Leadership Style and Maturity Level

This is one approach to situational leadership that applies to our exploration of group communication, but it doesn’t represent all approaches. What other factors might you consider other than style and maturity? How might we assess diversity, for example, in this approach? We might have a skilled professional who speaks English as their second language, and who comes from a culture where constant supervision is viewed as controlling or domineering, and if a leader takes a S1 approach to provide leadership, we can anticipate miscommunication and even frustration. There is no “One Size Fits All” leadership approach that works for every context, but the situational leadership viewpoint  reminds  us  of  the  importance  of being in the moment and assessing our  surroundings,  including  our  group  members and their relative strengths and areas of emerging skill. The effective group   communicator recognizes  the  Hersey-Blanchard Hersey,  P.  and  Blanchard,  K.  H. (1977). Management of Organizational Behavior 3rd Edition—Utilizing Human Resources.  New Jersey/Prentice Hall. approach provides insight and possible solutions to consider, but also keeps the complexity of the context in mind when considering a course of action.

Our third approach to consider is called functional leadership, or leadership that focused on behaviors that address needs and help the group achieve its goals. ^[11]Leadership behavior: Some requirements for leadership training. ^[12]The leader needs to assess needs, including task, team, and individual group member needs. Balance and performance are emphasized, and the time the leader spends on a specific approach varies based on their assessment of the area of need. The highest priority is completion of the task    in this approach, but it is balanced against team and individual group member    needs. Each activity or approach targets each area of need, and the leader focuses    on it emphasize the area, alternating their time on any given activity based on the existing needs.

Table 8.3 Functional Leadership

As we can see in Table 8.3 “Functional Leadership”, the functional leader focuses on the short and long term needs of the group. If the group is lost, perhaps time invested in re-evaluating the plan and making adjustments, meeting a task and a team need at the same time, might prove effective. If an individual group member is struggling, perhaps supportive coaching and even additional training might yield results. Based on the leader’s assessment of the needs, they will select the appropriate action and maintain a priority order. They will also be constantly attuned to change, ready to adapt and meet the ever-changing needs of the task, team, or individual.

Our final approach to consider, called transformational leadership, emphasizes the vision, mission, motivations, and goals of a group or team and motivates them to accomplish the task or achieve the result. This model of leadership asserts that people will follow a person who inspires them, who clearly communicates their vision with passion, and helps get things done with energy and enthusiasm.

James MacGregor Burns, a presidential biographer, first introduced the concept, discussing the dynamic relationship between the leader and the followers, as they together motivate and advance towards the goal or objective.^[13] contributed to his theory, suggesting there are four key components of transformation leadership, as shown in Table 8.4 “Four Key Components of Transformational Leadership”.

Table 8.4 Four Key Components of Transformational Leadership

The leader conveys the group’s goals and aspirations, displays passion for the challenge that lies ahead, and demonstrates a contagious enthusiasm that motivates group members to succeed. This approach focuses on the positive changes that need to occur in order for the group to be successful, and requires the leader to be energetic and involved with the process, even helping individual members complete their respective roles or tasks.

In this section we have discussed leadership traits, situational leadership, functional leadership, and finally transformative leadership theories. We can recognize that there are no universal traits associated with leadership, but there  are traits that are associated with it that we develop across time through our experiences. We can also recognize that the context or situation makes a significant impact on leadership, and matching the situation to the leadership approach requires skill and expertise. Every challenge is unique in some way, and the effective leader can recognize that aligning their actions and support with the needs of the group makes sense. The functional perspective requires a leader to assess task needs, group needs, and individual needs, and then devote time, energy, and resources to them in priority order. Finally, a transformative leadership approach involves an articulate leader with a clear vision that is shared with energy and enthusiasm with followers, encouraging them to embrace the steps required as well as the end goal, objective, or mission result. Each approach offers us a viewpoint to consider as we approach leadership in teams, and all serve as important insights into how to better lead an effective group.

6.3 Becoming a Leader

A democratic leader is elected or chosen by the group, but may also face serious challenges. If individual group members or constituent groups feel neglected or ignored, they may assert that the democratic leader does not represent their interests. The democratic leader involves the group in the decision-making process, and insures group ownership of the resulting decisions and actions as a result. Open and free discussions are representative of this process, and the democratic leader acknowledges this diversity of opinion.

Deckplate leadership is a US Navy approach to leadership that is applied and practical, and effectively serves our discussion. It means you need to get out of the office and get on the deckplates, the deck of the ship, or where the action is occurring. If you are in manufacturing it might be on the assembly line floor. If you are in sales, it might mean out where sales actually occur. Deckplate leadership means that, in order to get the job done an effective leader has to be on the deck of the ship, interacting and learning what are the challenges, strengths, weaknesses, and opportunities present, emphasizing both task orientation with relationship. Jeff Wuorio,^[17]offers an excellent list of suggestions, attributes, on how to become an effective leader that we’ve adapted in Table 8.5 “How to Become an Effective Leader”.

As we consider these attributes, we can see the importance of communication throughout each one. The effective leader is engaged, practices active listening, and is open to learn as well as to instruct, coach, or cheer.

Developing Virtual Leadership

In order to be most effective, groups or teams need a sense of community. A community can be defined as a physical or virtual space where people seeking interaction and shared interest come together to pursue their mutual goals,  objectives, and shared values.^[18] For our purposes, the setting or space can be anywhere, at any time, but includes group or team members and, as you might have guessed, a leader. The need for clear expectations is key to the effective community, and it is never more true than in an online environment where asynchronous communication is the norm and physical interaction is limited or non-existent.  Increasingly we manage teams from a distance, outsource services to professionals across the country, and interact across video and voice chats on a daily basis. The effective leader understands this and leverages the tools and technology to maximize group and team performance.

Through interaction in groups and teams, we meet many of our basic human needs, including the need to feel included, and the need for love and appreciation.^[19]From the opening post, welcome letter, or virtual meeting, the need to perceive acknowledgement and belonging is present, and the degree to which we can reinforce these messages will contribute to higher levels of interaction, better engagement across the project, retention throughout the mission, and successful completion of the goal or task. Online communities can have a positive effect by reducing the group member’s feeling of isolation through extending leader-to-team member and team member-to-team member interaction. Fostering and developing a positive group sense of community is a challenge, but the effective leader recognizes it as an important, if not critical, element of success.

Given the diversity of our teams and groups, there are many ways to design and implement task-oriented communities. Across this diversity, communication and the importance of positive interactions in each group is common ground. The following are five “best practices” for developing an effective online community as part of a support and interaction system for your team or group:

1. 1. Clear expectations

The plan is the central guiding document for your project. It outlines the project information, expectations, deadlines, and often how communication will occur in the group. Much like a syllabus guides a course, a plan of action, from a business plan to a marketing plan, can serve as an important map for group or team members. With key benchmarks, quality standards, and proactive words of caution on anticipated challenges, the plan of action can be an important resource that contributes to team success.

1. 2. Effective organization

Organization may first bring to mind the tasks, roles, and job assignments and their respective directions but consider: Where do we interact? What are the resources available? When do we collaborate? All these questions should be clearly spelled out to help team members know when and where to communicate.

3. Prompt and meaningful responses

Effective leaders are prompt. They understand that when Germans are waking up, the Chinese are tucking their children into bed. They know when people will be available and juggle time zones and contact information with ease. Same day responses to team members is often the norm, and if you anticipate longer periods of time before responding, consider a brief email or text to that effect. The online community is fragile and requires a leader to help facilitate effective communication.

4. A positive tone in interaction and feedback

Constructive criticism will no doubt be a part of your communication with team members, but by demonstrating respect, offering praise as well as criticism, and by communicating in a positive tone, you’ll be contributing to a positive community. One simple rule of thumb is to offer two comments of praise for every one of criticism. Of course you may adapt your message for your own needs, but as we’ve discussed previously, trust is the foundation of the relationship and the student needs to perceive you are supportive of their success.

How Do I Build an Effective Online Team?

Palloff and Pratt ^[21]caution that it is possible to develop a community that has strong social connections between the team members but where very little performance actually takes place. Here is where the leader plays a central role. The leader needs to be visibly present and actively engaged in  the  process,  encouraging  learners  focus their energies on the social aspect to the detriment of the learning goals of the  project and the community. Palloff and Pratt^[22]suggest:

• Engaging team members with subject matter and related resources
• Visibly accounting for attendance and participation
• Working individually with team members who are struggling
• Understanding the signs that indicate that a team member is in trouble
• Building online communities that accommodate personal interaction

Palloff and Pratt Palloff, R. M., & Pratt, K. (1999). Building learning communities in Cyberspace: Effective strategies for the online classroom. San Francisco, CA: Jossey-Bass Publishers.  further indicate that a leader can tell if the community is working when the following emerge:

• Active interaction
• Sharing of resources among team members rather than team member to leader
• Collaborative learning evidenced by comments directed primarily team member to team member
• Socially constructed meaning evidenced by agreement or questioning with the intent to achieve agreement on issues of meaning in order to achieve group goals or results
• Expression of support and encouragement exchanged between team members as well as willingness to critically evaluate the work of others

It is not easy to create and manage a team online, but recognizing a sense of community as well as the signs of positive interaction and productivity will help contribute to team success.

In this section we discussed how to become a leader, from the election process, appointment, or emergence, and ways to develop our leadership skills. We discussed how leadership starts with the self, and self-discipline, and that group or team members will naturally turn to leader that can solve not only their own problems, but contribute to group member’s success. When team members see that a leader can help them get their job done right the first time, it only makes sense that they will be more likely to turn to them time and time again. Leadership is a dynamic process, and change is a constant. Developing yourself as a leader requires time and effort, and recognizing that team members want a sense of community, appreciate a proactive plan, and sometimes need reinforcement or recognition, can go a longs way towards your goal.

6.4 Teamwork and Leadership

Two important aspects of group communication, especially in the business environment, are teamwork and leadership. You will work in a team and at some point may be called on to lead. You may emerge to that role as the group recognizes your specific skill set in relation to the task, or you may be appointed to a position of responsibility for yourself and others. Your communication skills will be your foundation for success as a member, and as a leader. Listen and seek to understand both the task and your group members as you become involved with the new effort. Have confidence in yourself and inspire the trust of others. Know that leading and following are both integral aspects of effective teamwork.

Teamwork

Teamwork is a compound word, combining team and work. Teams are a form of group normally dedicated to production or problem-solving. That leaves us with the work. This is where our previous example on problem-solving can serve us well.

Each member of the team has skills, talents, experience, and education. Each is expected to contribute. Work is the activity, and while it may be fun or engaging, it also requires effort and commitment, as there is a schedule for production with individual and group responsibilities. Each member must fulfill his or her own obligations for the team to succeed, and the team, like a chain, is only as strong as its weakest member. In this context we don’t measure strength or weakness at the gym, but in terms of productivity.

Group dynamics involve the interactions and processes of a team, and influence the degree to which members feel a part of the goal and mission. A team with a strong identity can prove to be a powerful force, but requires time and commitment. A team that exerts too much control over individual members can run the risk or reducing creative interactions and encourage tunnel vision. A team that exerts too little control, with attention to process and areas of specific responsibility, may not be productive. The balance between motivation and encouragement, and control and influence, is challenging as team members represent diverse viewpoints and approaches to the problem. A skilled business communicator creates a positive team by first selecting members based on their areas of skill and expertise, but attention to their style of communication is also warranted. Individuals that typically work alone, or tend to be introverted, may need additional encouragement to participate. Extroverts may need to be encouraged to listen to others and not dominate the conversation. Teamwork involves teams and work, and group dynamics play an integral role in their function and production.

Types of Leaders

Not all leaders  are  autocrats  or  laissez-faire  leaders.  Harris  and  Sherblom ^[24] specifically  note  three  leadership  styles  that  characterize  the  modern  business or organization, and reflect our modern economy. We are not born leaders      but may become them if the context or environment requires our skill set. A leader-as-technician role often occurs when we have skills that others do not. If

you can fix the copy machine at the office, your leadership and ability to get it running again are prized and sought-after skills. You may instruct others on how to load the paper, or how to change the toner, and even though your pay grade may not reflect this leadership role, you are looked to by the group as a leader within that context. Technical skills, from Internet technology to facilities maintenance, may experience moments where their particular area of knowledge is required to solve a problem. Their leadership will be in demand.

The leader-as-conductor involves a central role of bringing people together for a common goal. In the common analogy, a conductor leads an orchestra and integrates the specialized skills, and sounds, of the various components the musical group comprises. In the same way, a leader who conducts may set a vision, create benchmarks, and creative collaborate with group as they interpret a set script.

Whether it is a beautiful movement in music, or a group of teams that comes together to address a common challenge, the leader-as-conductor keeps the time and tempo of the group.

Coaches are often discussed in business-related  books  as  models  of  leadership  for good reason. A leader-as-coach combines many of the talents and skills we’ve discussed here, serving  as  a  teacher,  motivator,  and  keeper  of  the  goals  of  the group. A coach may be autocratic at times, and give pointed direction without input    from the group, and they may stand  on  the  sidelines  while  the  players  do  what they’ve been trained to do and make the points.  The  coach  may  look  out  for  the group and defend it against bad calls, and may motivate players with words of encouragement. We can recognize some  of  the  behaviors  of  coaches,  but  what specific traits have a positive influence on the group? Peters and Austin ^[25]identify five important traits that produce results:

• Orientation and education
• Nurturing and encouragement
• Assessment and correction
• Listening and counseling
• Establishing group emphasis

Coaches are teachers, motivators, and keepers of the goals of the group. There are times when members of the team forget that there is no “I” in the word “team.” At such times coaches serve to redirect the attention and energy of the individuals to the overall goals of the group. They conduct the group with a sense of timing and tempo, and at times relax and let the members demonstrate their talents. Through their listening skills and counseling, they come to know each member as an individual, but keep the team focus for all to see. They set an example. Coaches, however, are human and by definition are not perfect. They can and do prefer some players over others, and can display less than professional sideline behavior when they don’t agree with the referee, but the style of leadership is worthy of your consideration in its multidisciplinary approach. Coaches use more than one style of leadership and adapt to the context and environment. A skilled business communicator will recognize that this approach has its merits

6.5 Summary

In this chapter we have discussed what leadership is, examining the amazing range of behaviors, actions and traits associated with leadership across contexts and cultures. We also explored how one becomes a leader, through a democratic election, by appointment, or through a process of emerging as a leader to meet a need, address an issue, or through experience or skill. When people turn to you to help them solve their problems it is a sure sign you’ve become, in some respect, a leader. We explored a range of theories associated with leadership, from the idea that there are born leaders with universal traits, to the recognition that the situation or context can make a significant impact. We also discussed transformative leadership, where the leader, through energy and enthusiasm, motivates the group or team to accomplish their goals with the conclusion: “We did it!” Leadership is an important part of teams and groups, and learning to listen, to recognize skills and talents, and how to facilitate a positive team environment can make all the difference. Leaders are an important part of groups, and they use their effective communication skills to get the job done.

Additional Resources

Visit this WikiHow site to learn how to use VOIP. http://www.wikihow.com/Use- VoIP

WikiBooks: Managing Groups and Teams/Effective Team Leadership. https://en.wikibooks.org/wiki/Managing_Groups_and_Teams/ Effective_Team_Leadership

Successful Small Team Leadership: Manage the Group, Not the Individuals. http://knowwpcarey.com/article.cfm?aid=229

TealTrust, What makes a good team leader? http://www.teal.org.uk/et/page5.htm

About.com: 10 Ways to Become a Better Leader. http://psychology.about.com/od/ leadership/tp/become-a-better-leader.htm

12 Rules for Team Leadership (Transformative Model). http://www.legacee.com/ Info/Leadership/TeamLeadership.html

Leadership Exercises and Tips from the University of Oregon. http://leadership.uoregon.edu/resources/exercises_tips

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