Abegail Poliquit

• Leadership


  Guidance of others in the pursuit of individual and collective goals, often by directing, coordinating, motivating, supporting, and unifying their efforts; also, the ability to lead others
• Leaders


  • Influence others
• People who use domination and intimidation to influence others—whether they are kings, presidents, bosses, or managers—maybe powerful, but they are not necessarily leaders
• Leadership


  An adaptive, goal-seeking process, for it organizes and motivates group members' attempts to attain personal and group goals
• Leadership


  • A cooperative, reciprocal relationship
• What do leaders do?

  • Task leadership (focuses on the group's work and its goals)
  • Relationship leadership (focuses on the interpersonal relations within the group)
• Leader's Traits


  • Assertiveness
  • Authenticity
  • Birth Order
  • Character Strengths
  • Dominance
  • FFMP
  • Gender Identity
  • Narcissism
  • Self-efficacy
  • Self-monitoring
  • Social Motivation
• The Dark Triad


  Machiavellianism: Machiavellians endorse using manipulative tactics in dealing with other people and espouse a cynical view of human nature
• Leader's Look


  • They are often taller, healthier, and older than the average group member
  • Leadership is not limited to any particular cultural, ethnic, or racial group, for the role of leader is firmly embedded in different traditions
• Types of Leadership


  • Authoritarian or Autocratic Leader (leader took no input from the members in making decisions)
  • Democratic Leader (made certain that all activities were first discussed by the entire group)
  • Laissez-faire Leader (rarely intervened in the group activities)
• Followership Theory


  • Conformist (are active and energized, but they are devoted to the leader)
  • Passive (follow the lead of others, but without great enthusiasm or commitment)
  • Pragmatic (they are not clearly active, passive, conforming, or independent, but make up the group's basic, and essential, workforce)
  • Alienated (they often think of themselves as the rightful leader of the group and refuse to invest in the group or its activities until they are accorded their rightful position)
  • Exemplary (actively engaged in the group, but they do not simply do what they are told)
• Types of Leadership


  • Transactional Leadership
  • Transformational Leadership
• Group Influence


  When we are alone we can act as best suits our own desires and motivations, but when in groups we are interdependent
• Social Influence


  Interpersonal processes that change people's thoughts, feelings, or actions
• Majority Influence: Power of the Many

  • Compliance (Members privately disagree with the group but they publicly express an opinion that matches the opinion expressed by the majority of the group)
  • Conversion (Members change their position on the issue because they think the group is correct; they personally accept the group's position as their own)
  • Congruence (Members agree with the group from the outset, so they are not responding to the group's influence when they express their position publicly)
• Types of Nonconformity


  • Independence (Members disagree by publicly expressing ideas, beliefs, and judgments that are consistent with their personal standards)
  • Anticonformity (Express ideas or take actions that are the opposite of whatever the group favors)
  • Strategic Anticonformity (Members take a position that opposes that endorsed by the majority of the members publicly, even though privately they agree with the majority)
• Conversion Theory


  Maintains that disagreement within the group results in conflict and that the group members—motivated to reduce that conflict—change others and also change themselves
• Minority Influence: Power of the Few


  • Validation (Direct, immediate, temporary)
  • Comparison (Indirect, delayed, durable)
• Six Bases of Power

  • Reward power (promise of positive, desirable incentives)
  • Coercive power (threat of negative, undesirable consequences)
  • Legitimate power (have the right to require the requested behavior)
  • Referent power (relationship based, respect, attraction)
  • Expert power (perceived knowledge, skills, abilities)
  • Informational power (capacity to reason, explain, inform)
• Power Tactics


  Specific strategies used to influence others, usually to gain a particular objective or advantage
• Hard and Soft Tactics

  • Hard tactics are more coercive than soft tactics, often described as harsh, forcing, or direct, but they are not necessarily more powerful than soft tactics
• Direct, Rational and Indirect, Nonrational Tactics

  • Rational tactics emphasize reasoning, logic, and good judgment; bargaining and persuasion are examples
  • Unilateral tactics can be enacted without the cooperation of the target of influence, such as demands, evasion, and disengagement
  • Bilateral tactics include persuasion, discussion, and negotiation
• Power increases activity levels


  Prompting people to take action rather than remain passive
• Power


  Facilitates executive cognitive functions by enhancing attentional focus, decision-making, planning, and goal-selection
• Powerful people


  Tend to experience, and express, more positive emotions than those who are lower in power
• Powerful individuals


  Exhibit more intense and resilient goal-striving
• Powerful people


  Feel freer to express their ideas and resist conformity pressures that influence less powerful people
• Powerful people


  Are proactive, but in some cases their actions are risky, inappropriate, or unethical
• Powerful people


  May lead to unrealistically positive self-evaluation, and overestimations of interpersonal power
• Powerful people


  Often generate negative emotional reactions in their subordinates, particularly when there is disagreement and conflict in the group
• Powerful people


  Often misjudge, misunderstand, and even derogate their subordinates
• Powerful people


  Also tend to use their power to influence others even when a display of power is unnecessary
• Powerful people


  May treat others unfairly, particularly if they are more self-centered rather than focused on the overall good of the group
• Bathsheba syndrome