7.8 Conclusion

Reflection Activity

image of a woman with short curly hair and a pencil above her earReturning to Abe’s story from the beginning of this chapter, as a leader on the technology side of her team’s work, how might she share what she knows without overwhelming other team members? What type of leadership style would help Abe have a positive impact on her team’s success implementing the new software required for Financial Analysts?

Quick Quiz

Glossary

Adjourning stage – members leave the group.

Autocratic leaders – set policies and make decisions primarily on their own, taking advantage of the power present in their title or status to set the agenda for the group.

Blocker – blocks attempts at consensus consistently.

Coordinator – brings ideas, information, and suggestions together.

Defensive Communication – communication characterized by control, evaluation, and judgments.

Democratic leaders – facilitate group discussion and like to take input from all members before making a decision.

Dominator – dominates discussion, not allowing others to take their turn.

Elaborator – builds on ideas and provides examples.

Evaluator-critic – evaluates ideas and provides constructive criticism.

Forming stage – individual group members come to know each other.

Face-detracting strategies – communication strategies involving messages or statements that take away from the respect, integrity, or credibility of a person.

Face-saving strategies – communication strategies that protect credibility and separate message from messenger.

Group – three or more individuals who affiliate, interact, or cooperate in a familial, social, or work context.

Group communication – the exchange of information with those who are alike culturally, linguistically, and/or geographically.

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.

Group norms  – customs, standards, and behavioural expectations that emerge as a group forms.

Groupthink – the tendency to accept the group’s ideas and actions in spite of individual concerns.

Initiator-coordinator – suggests new ideas of new ways of looking at the problem.

Joker or Clown – seeks attention through humour and distracts group members.

Laissez-faire leaders – take a “hands-off” approach, preferring to give group members freedom to reach and implement their own decisions.

Leadership – a complex of beliefs, communication patterns, and behaviours that influence the functioning of a group and move a group toward the completion of its task.

Microgroup – a small, independent group that has a link, affiliation, or association with a larger group.

Norming stage – the group establishes norms, or informal rules, for behaviour and interaction.

Orientation stage – another name for the forming stage.

Performing stage – the group accomplishes its mandate, fulfills its purpose, and reaches its goals.

Primary groups – meet most, if not all, of one’s needs.

Recorder – records ideas, examples, suggestions, and critiques.

Recognition seeker – relates discussion to their accomplishments; seeks attention.

Secondary groups – often include work groups, where the goal is to complete a task or solve a problem.

Special-Interest pleader – relates discussion to special interest or personal agenda.

Storming stage – a time of struggles as group members sort out their differences.

Supportive communication – communication focused on the topic under discussion and not personalities of those involved in the discussion.

Teams – a form of a group normally dedicated to production or problem solving.

Additional Resources

National Research Council Canada. Management Competencies (including Teamwork and Communication): Behavioural Competencies

Government of Canada: Teamwork and Cooperation

References

Adler, R. (1996). Communicating at work: Principles and practices for business and the professions. McGraw-Hill.

Avolio, B.J. & Gardner, W.L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315–338. https://doi.org/10.1016/j.leaqua.2005.03.001

Bass, B.M. & Riggio, R.E. (2006). Transformational leadership. L. Erlbaum Associates.

Beene, K. & Sheats, P. (1948). Functional roles of group members. Journal of Social Issues, 37, 41–49. https://doi.org/10.1111/j.1540-4560.1948.tb01783.x

Berger, C. (1986). Response uncertain outcome values in predicted relationships: Uncertainty reduction theory then and now. Human Communication Research, 13, 34–38.

Berger, C., & Calabrese, R. (1975). Some explorations in initial interactions and beyond: Toward a developmental theory of interpersonal communication. Human Communication Research, 1, 99–112. https://psycnet.apa.org/doi/10.1111/j.1468-2958.1975.tb00258.x

Blake, R.R., & Mouton, J.S. (1964). The managerial grid. Gulf Publishing.

Brown, B. (2012). The power of vulnerability: Teachings on authenticity, connection, & courage [Audiobook]. Sounds True.

Brown, B. (2018). Dare to lead: brave work, tough conversations, whole hearts. Random House Publishing.

Brown, M.E., Treviño, L.K., & Harrison, D.A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134. https://doi.org/10.1016/j.obhdp.2005.03.002

Bush, M. & Lewis-Kulin, S. (2018, February 15). What it takes to be one of the 100 best companies to work for. Fortune. https://fortune.com/2018/02/15/best-companies-salesforce/

Carleton, E.L., Barling, J., & Trivisonno, M. (2018). Leaders’ trait mindfulness and transformational leadership: The mediating roles of leaders’ positive affect and leadership self-efficacy. Canadian Journal of Behavioural Science, 50(3), 185–194. http://dx.doi.org/10.1037/cbs0000103

Chenfeng, J., Kim, L., Wu, Y., & Knudson-Martin, C. (2016). Addressing culture, gender, and power with Asian American couples: Application of socio-emotional relationship therapy. Family Process, 56(3), 558–573. https://doi.org/10.1111/famp.12251

Copeland, M.K. (2016). The impact of authentic, ethical, transformational leadership on leader effectiveness. Journal of Leadership, Accountability and Ethics, 13(3), 79–97. https://fisherpub.sjf.edu/business_facpub/38

Croucher, S. M., Bruno, A., McGrath, P., Adams, C., McGahan, C, Suits, A., & Huckins, A. (2012). Conflict styles and high-low context cultures: a cross-cultural extension. Communication Research Reports, 29(1), 64-73. http://dx.doi.org/10.1080/08824096.2011.640093

DeVito, J. (2003). Messages: Building interpersonal skills. Allyn Bacon.

Donohue, W. & Klot, R. (1992). Managing interpersonal conflict. Sage.

Emerson, D. (1994). State of Michigan Supreme Court, State Administrative Office. Community Dispute Resolution Program. Unpublished training materials presented at annual conference of the Association for Student Judicial Affairs (ASJA).

Fletcher, J.K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The Leadership Quarterly, 15(5), 647–661. https://doi.org/10.1016/j.leaqua.2004.07.004

Galanes, G., Adams, K., &  Brilhart, J. (2000). Communication in groups: Applications and skills (4th ed.). McGraw-Hill.

Gudykunst, W. (1995). Anxiety/uncertainty management theory. In R. W. Wiseman (Ed.), Intercultural communication theory (pp. 8–58). Sage.

Guffey, M. (2007). Essentials of business communication (7th ed.). Thomson/Wadsworth.

Hargie, O. (2011). Skilled interpersonal interaction: Research, theory, and practice. Routledge.

Harris, T. & Sherblom, J. (1999). Small group and team communication. Allyn Bacon.

Hoyt, C.L. (2010). Women, men, and leadership: Exploring the gender gap at the top. Social and Personality Psychology Compass, 4(7), 484–498. https://doi.org/10.1111/j.1751-9004.2010.00274.x

Ito, A. & Bligh M. (2017). Feeling vulnerable? Disclosure of vulnerability in the charismatic leadership relationship. Journal of Leadership Studies, 10(3), 66-70. https://doi.org/10.1002/jls.21492

Kaptein, M. (2019). The moral entrepreneur: A new component of ethical leadership. Journal of Business Ethics, 156(4), 1135–1150. https://doi.org/10.1007/s10551-017-3641-0

Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created ‘social climates.’ Journal of Social Psychology10(2), 269–99. https://doi.org/10.1080/00224545.1939.9713366

Lindner, E. (2009). Emotion and conflict: how human rights can dignify emotion and help us wage good conflict. Greenwood Publishing Group, Inc.

Lopez, S.O. (2018). Vulnerability in leadership: The power of the courage to descend. Industrial-Organizational Psychology Dissertations. https://digitalcommons.spu.edu/iop_etd/16/

Maximo, N., Stander, M.W., & Coxen, L. (2019). Authentic leadership and work engagement: The indirect effects of psychological safety and trust in supervisors. SA Journal of Industrial Psychology, 45. https://doi.org/10.4102/sajip.v45i0.1612

McLean, S. (2003). The basics of speech communication. Allyn Bacon.

McLean, S. (2005). The basics of interpersonal communication. Allyn Bacon.

Moreland, R. & Levine, J. (1982). Socialization in small groups: Temporal changes in individual group relations. In L. Berkowitz (Ed.), Advances in Experimental Social Psychology, 15, 153.

Oc, B., Daniels, M.A., Diefendorff, J.M., Bashshur, M.R., & Greguras, G.J. (2020). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes, 158, 112-125. https://doi.org/10.1016/j.obhdp.2019.04.008

Patterson, K., Grenny, J., McMillan, R., & Switzler, A. (2002). Crucial conversations: Tools for talking when stakes are high. McGraw-Hill.

Pignatelli, F. (2011). Being accountable: Friendship, vulnerability, and forgiveness matter. Schools: Studies in Education, 8(2), 215–230. https://doi.org/10.1086/662107

Schutz, W. (1966). The interpersonal underworld. Science and Behavior Books.

Seefeld, S.J. (2016). Leadership competencies at Concordia University system institutions. UNLV Theses, Dissertations, Professional Papers, and Capstones, 2735, 1–129.

Seppälä, E. (2014, December 11). What bosses gain by being vulnerable. Harvard Business Reviewhttps://hbr.org/2014/12/what-bosses-gain-by-being-vulnerable

Simonis, K. (2015). The impact of vulnerability on transformational leadership. Academia, 1–22.

Thill, J. V. & Bovee, C. L. (2002). Essentials of business communication. Prentice Hall.

Thrash, A. (2012). Leadership in higher education. International Journal of Humanities and Social Science, 2(13), 1–12. https://ucarecdn.com/4a74b8ab-0ad0-4861-9499-dbf8c16832d5/

Tuckman, B. (1965). Developmental sequence in small groups. Psychological Bulletin, 63, 384–399. https://psycnet.apa.org/doi/10.1037/h0022100

Wood, J. T. (1977). Leading in purposive discussions: A study of adaptive behavior. Communication Monographs44(2), 152–65. https://psycnet.apa.org/doi/10.1080/03637757709390125

License

Icon for the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License

Talking Business Copyright © 2023 by Laura Radtke is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, except where otherwise noted.

Share This Book