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SOURCES OF POWERTraditional Control ModelsCoercive powerReward powerLegitimate powerExpert powerReferent power

Two choices re whether to communicateCommunicate data > decisions or understanding?

What manner of communication?

CONTEMPORARY EMPOWERMENT MODELS

Team Empowerment Members are highly motivatedTasks are meaningfulFeel autonomyDevelop self-efficacy and confidenceSense of ownership

Integrative Power

APPROACHES TO LEADINGSituational-contingency Approaches >

vary style based on situations, tasks, purposes, members, and leader

Life-cycle Theory > leader adapts to the maturity level of the group or team

TellingSellingParticipatingDelegating

APPROACHES TO LEADING (CONT’D.)Classic Leadership StylesLaissez-faireAutocraticDemocratic

APPROACHES TO LEADING (CONT’D)Contemporary ApproachesTransactional leadershipTransformationalVisionary leadership

CharismaInspirationIntellectual stimulationIndividualized consideration

EXPECTATIONS OF LEADERS

Members’ ExpectationsStereotypes Exceptions to the rule

Leaders’ Self-ExpectationsReal vs. virtualRealistic vs. unrealistic

RESPONSIBILITIES OF LEADERSLinking and BufferingCoordinatingResource acquisition

Motivating and CoachingEnvisioningDeveloping others’ self-leadershipSetting standardsGuiding ongoing assessmentCoaching

RESPONSIBILITIES (CONT’D.)Managing and MovingPlanning and following throughEnsuring processes via standards

Avoid politicsPersonal commitmentManage prioritiesFair and impartialConfront and resolve issuesOpen to new ideas and information

RESPONSIBILITIES (CONT’D. )

Ensuring thru specific skills (cont’d.)

Facilitate participationDefine rolesKeep discussion coherentControl discussion inhibitors

LEARNING TO LEAD

Identify role models > observe and analyze

Identify your own strengths and build on them

Identify what you would like to become your new strengths

Seek opportunities to practice leading