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200 Chapter 10 Members and Leaders in Small Group Communication

interpersonal skills (Crowley, 1999). Research has found that the traits most frequently asso-
ciated with leadership include intelligence, self-confidence, determination, integrity, and
sociability (Northouse, 1997).
A shortcoming of the traits approach is that these qualities often vary according to the situa-
tions in which the leader functions, such as the group type, the personalities and roles of the other
members, and the group’s cultural context. Thus, for some groups (e.g., a new computer game
company), a youthful, energetic, humorous leader might be most effective; for other groups (e.g., a
For an interesting article on styles medical diagnosis team), an older, more experienced and serious leader might be most effective.
of leadership, see “Leadership
Styles” at http://tcbdevito the Functional approach This approach to leadership focuses on what the leader
.blogspot.com. What style would
you be most comfortable with? should do in a given situation. We’ve already encountered some of these functions in the discus-
sion of group roles. Other functions associated with leadership are setting group goals, giving the
group members direction, and summarizing the group’s progress (Schultz, 1996). Additional
functions are identified in the section entitled “Leadership Skills” later in this chapter.
the transformational approach This approach describes a “transformational” (also
called visionary or charismatic) leader who elevates the group’s members, enabling them not
only to accomplish the group task but also to emerge as more empowered individuals
(Hersey, Blanchard, & Johnson, 2001). At the center of the transformational approach is the
concept of charisma, that quality of an individual that makes us believe or want to follow him
or her. Gandhi, Martin Luther King, Jr., and John F. Kennedy are often cited as examples of
transformational leaders. These leaders were role models, were seen as extremely competent
and able, and articulated moral goals (Northouse, 1997). We’ll return to this concept of cha-
risma and its qualities when we examine credibility in Chapter 14.

the situational approach This approach holds that the effective leader shifts his or her
emphasis between task accomplishment (i.e., identifying and focusing on the specific problem
that the group must solve) and member satisfaction (i.e., providing for the psychological and
interpersonal needs of the group members) on the basis of the specific group situation. This
twofold function, you’ll notice, rests on essentially the same distinction between relationship
and task groups that we considered in Chapter 9. Some groups call for a high focus on task
issues and need little people encouragement; this might be the case, for example, with a group of
experienced scientists researching a cure for AIDS. In contrast, a group of recovering alcoholics
might require leadership that stresses the members’ emotional needs. The general idea of situa-
tional leadership is that there is no one style of leadership that fits all situations; each situation
will call for a different ratio of emphasis on task and on member satisfaction (Fielder, 1967).
Effective leadership, according to this approach, depends on the leader’s assessment of
the group’s ability to do the task and their willingness and commitment to do it. This theory
identifies four leadership styles:
● Telling style: The leader provides high levels of task guidance and tells the group members
what to do, when and where to do it, and how to do it. This style is most appropriate for a
group that lacks knowledge of the issues involved and needs direct guidance on how to
complete the task.
● Selling style: The leader gives the group high levels of both task guidance and
Communication
Choice point relationship support. This leader not only tells people what to do but also tells
situational leadership them why they should do it; the leader wants to get the members’ psychological
support (i.e., to get them to “buy into” the task at hand).
You’re a member of an intro-
ductory Internet Design team whose leader ● Participating style: The leader gives the group high levels of relationship support
uses a delegating style that isn’t working. but little in the way of task direction. This leadership style is appropriate for a
Group members are all new to this business group that knows what to do (hence little task direction is needed) but that seems
and need more direction and guidance. The to have lost the motivation or willingness to accomplish the task.
group members have elected you to clue ● Delegating style: The leader gives little task direction and little emotional support. This
the leader into appropriate and inappropri- leadership style is most appropriate for a group that knows what to do and how to do
ate styles. What are some options for dealing it and also has the confidence, commitment, and motivation to accomplish the task.
with this problem?
The leader merely needs to delegate tasks for the group’s goals to be accomplished.