THE SCREEN TEAM: GROUP LEADERSHIP & POWER NEGOTIATION
Overview
This is a module to teach students fundamentals of various aspects of group leadership and power negotation. It includes information, videos, interactive activities, etc.
TABLE OF CONTENTS
LEADERSHIP THEORY, STYLES & TYPES OF LEADERSCOLLABORATION AND NEGOTIATIONPOWER/CONFLICT AND HIDDEN POWERPOWER DYNAMICSLEADERSHIP AND GROUP DYNAMICSINTERACTIVE ACTIVITIESSUMMARY STATEMENT AND COMMENTMODULE OUTCOMES
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| GROUP ROLES Click here for short bios.CHAIR - LYLE CANDIAVICE CHAIR - MICHAEL MADDENRECORDER - JENNIFER BYRNEMODERATOR - CARLY CUMMINSART & TECHNICAL LEAD - KIM BUJOK
"Student Centred Leadership" by mrkrndvs is licensed under CC BY-SA 2.0 |
GROUP BIOS
Lyle Candia (Chair) He runs the group projects and is responsible for all communication with the Instructor. This person will work to make sure the Group meets deadlines, completes all necessary tasks, and is in charge of research, writing, group project arrangements, and project content. | |
Michael Madden (Vice Chair) Assists the Chair, runs group meetings, and make sure that meetings are always on task. Coordinates with the Group Chair to ensure that team tasks are adequately addressed during meetings. Assigns task roles on individual projects, in consultation with the Chair. Sets up all meetings, as needed by the team. Enforces not only meeting schedules but the schedule for the entire term's work, including aiding the Group Chair in enforcing deadlines. Times group meeting discussions as needed by the team, as guided by the Chair. Coordinates with the Panel Chair to ensure all time-based needs and deadlines are clear to and met by the team. Time management in these groups is a challenge so be sure a strong timer and chair are working together to accomplish your group goals. | |
Jennifer Byrne (Recorder) Records team meeting minutes and presents them to all team members. Responsible for recording and documenting all communication regarding group projects between all tm members. Coordinates with the Group Chair to make certain all necessary information is distributed to the team. Works with the timer to schedule meetings, as needed. The recorder will organize all task log needs for the team. | |
Carly Cummins (Moderator) Has oversight over internal group communication, acts to diffuse conflicts that arise within the group, and individually determines whether an issue needs to be brought above team level and reported to the instructor. Leads leadership on the group assessment project. | |
Kim Bujok (Art & Technical Lead) Coordinates the artistic elements of the group efforts and any artistic or photographic inclusions in the OER Project and other group work as appropriate. Directss and coordinate any YouTube, PowerPoint, Prezi, Video, or other artistic, visual, or audio aids needed by the group for any group activity. Coordinates with the Group Chair to ensure that all content is correct and well organized. |
LEADERSHIP THEORY, STYLES & TYPES OF LEADERS
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Leadership is one of the most studied aspects of group communication. Scholars in business, communication, psychology, and many other fields have written extensively about the qualities of leaders, theories of leadership, and how to build leadership skills. It’s important to point out that although a group may have only one official leader, other group members play important leadership roles. Making this distinction also helps us differentiate between leaders and leadership.Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and Practice (London: Routledge, 2011), 456. The leader is a group role that is associated with a high-status position and may be formally or informally recognized by group members. Leadership is a complex of beliefs, communication patterns, and behaviors that influence the functioning of a group and move a group toward the completion of its task. A person in the role of leader may provide no or poor leadership. Likewise, a person who is not recognized as a “leader” in title can provide excellent leadership. In the remainder of this section, we will discuss some approaches to the study of leadership, leadership styles, and leadership and group dynamics.
Why and How People Become Leaders
Throughout human history, some people have grown into, taken, or been given positions as leaders. Many early leaders were believed to be divine in some way. In some indigenous cultures, shamans are considered leaders because they are believed to be bridges that can connect the spiritual and physical realms. Many early kings, queens, and military leaders were said to be approved by a god to lead the people. Today, many leaders are elected or appointed to positions of power, but most of them have already accumulated much experience in leadership roles. Some leaders are well respected, some are feared, some are hated, and many elicit some combination of these reactions. This brief overview illustrates the centrality of leadership throughout human history, but it wasn’t until the last hundred years that leadership became an object of systematic study.
Before we move onto specific approaches to studying leadership, let’s distinguish between designated and emergent leaders. In general, some people gravitate more toward leadership roles than others, and some leaders are designated while other are emergent.Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and Practice (London: Routledge, 2011), 456. Designated leaders officially recognized in their leadership role and may be appointed or elected by people inside or outside the group. Designated leaders can be especially successful when they are sought out by others to fulfill and are then accepted in leadership roles. On the other hand, some people seek out leadership positions not because they possess leadership skills and have been successful leaders in the past but because they have a drive to hold and wield power. Many groups are initially leaderless and must either designate a leader or wait for one to emerge organically. Emergent leaders gain status and respect through engagement with the group and its task and are turned to by others as a resource when leadership is needed. Emergent leaders may play an important role when a designated leader unexpectedly leaves. We will now turn our attention to three common perspectives on why some people are more likely to be designated leaders than others and how leaders emerge in the absence of or in addition to a designated leader.
A group leader may be formally designated by someone inside or outside the group or may emerge naturally during early group meetings.
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"A Primer on Communication Studies" by Anonymous by request is licensed under CC BY-NC-SA 3.0
People have studied leadership since ancient times, and theories of leadership have been around for centuries (Plato, Sun Tzu, Machiavelli, etc.); however, it wasn't until the 20th century that the modern theories began to take shape. Today, researchers study leadership the same way that they study other aspects of psychology: they seek to get a better understanding of people's behavior and motivation.
The problem with some of these theories is that they tend to contradict instead of complementing each other. They seek to identify one set of rules or behaviors that turns someone into a leader. The reality is likely a combination of all the theories and some ideas that have yet to be defined. It is best to study these theories with an open mind and understand that they each have their own merits. Remember that emphasis should not be placed on any one theory.
"BUS401: Management Leadership" Saylor Academy is licensed under CC BY 3.0
Styles and Types of Leaders
Over time, every manager refines his or her own leadership style, or way of interacting with and influencing others. Despite a vast range of personal differences, leadership styles tend to reflect one of the following approaches to leading and motivating people: the autocratic, the democratic (also known as participative), or the free rein.
Autocratic style. Managers who have developed an autocratic leadership style tend to make decisions without soliciting input from subordinates. They exercise authority and expect subordinates to take responsibility for performing the required tasks without undue explanation.
Democratic style. Managers who favor a democratic leadership style generally seek input from subordinates while retaining the authority to make the final decisions. They are also more likely to keep subordinates informed about things that affect their work.
Free-rein style. In practicing a free rein leadership style, managers adopt a “hands-off” approach and provide relatively little direction to subordinates. They may advise employees but usually give them considerable freedom to solve problems and make decisions on their own. At first glance, you’d probably not want to work for an autocratic leader. After all, most people don’t like to be told what to do without having any input. Many like the idea of working for a democratic leader; it’s flattering to be asked for your input. And though working in a free rein environment might seem a little unsettling at first, the opportunity to make your own decisions is appealing to many people. Each leadership style can be appropriate in certain situations. (Skripak) Chapter 7 Download this book for free at: 171 http://hdl.handle.net/10919/70961
"Fundamentals of Business " by Stephen J. Skripak, Virginia Tech’s Pamplin College of Business is licensed under CC BY-NC-SA 3.0
Types and Styles of Leadership
There are many types and styles of leadership. Here are four types of leadership with descriptions:
Transformational Leaders:
Try to act as a mentor or coach to followers
Consider and focus on the individuals’ needs
Encourages creativity
Inspire others to have a common vision
Encourage them to work towards shared vision
Encourage personal development and progress
Brings about learning innovation and change
Transactional Leaders:
Have a system of clear responsibilities and rewards
If person puts in lots of effort/does a good job, reward provided
Links goals with rewards
Have a system of discipline/punishment (not necessarily said aloud)
Make sure followers know what their responsibilities are
Monitor performance and take action to correct things when needed
Examples: “If you do this, you’ll get a raise.” “If you don’t do this, you’ll be fired.”
Charismatic Leaders:
Can inspire and direct others using a common vision and values and they pay attention to people they are talking to; the person feels like they are the most important person at that time. Charismatic leaders will distinguish the group from others & and separate it as the best/superior group in the minds of followers.
Charismatic Leaders will firmly attach themselves to the group identity, creating an unchallengeable position of loyalty, enthusiasm, and high levels of performance
Characteristics: Self-confident, vision, strong communication skills, behavior is out of ordinary
Examples: Hitler, and Martin Luther King Jr.
Servant Leaders:
Are servants first, then choose to lead, they usually start off doing things for the group and eventually are directed towards a leadership position, as they become important to group. They wants others to be involved in decision making. They serve those they lead
Examples:
Gandhi
"Lecture notes" by Amanda Mok, and Lauren Rodda, Leadership Training Institute is licensed under CC BY-NC-SA 3.0
One of two key strengths that leaders need to possess are to be able to collaborate and negotiate, both within themselves and also in pulling together their personnel to do the same. In the next module, we will touch on collaboration and negotiation.
References
"Fundamentals of business" by Stephen J. Skripak is in the Public Domain, CC0
This text was adapted by Saylor Academy under a Creative Commons Attribution-NonCommercial-ShareAlike 3.0 License without attribution as requested by the work's original creator or licensor.
COLLABORATION AND NEGOTIATION
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What is collaboration?
A collaborative team is a slighty different version of a traditional team because its members have different skill sets. That holds the importance of collaboration. As importnat is collaboration, the teamwork holds the same. Teamwork is the joint action of people working toward the same end goal.
Collaboration Skills in the Workplace
Improve your self-awareness
Resource management
Collaboration tools
Create a learning experience
Encourage innovation
Soft skills
Addressing problems
Forgiving the mistakes
Live by purpose
Tom Wujec presents some surprisingly deep research into the "marshmallow problem" -- a simple team-building exercise that involves dry spaghetti, one yard of tape and a marshmallow. Who can build the tallest tower with these ingredients? And why does a surprising group always beat the average?
What is negotiation?
Negotiation is a process where two parties settle their differences. They do this process by which compromise or agreement is reached while avoiding argument and dispute. In any disagreement, individuals understandably aim to achieve the best possible outcome for their position (or perhaps an organization they represent).
Expressions of Negotiation
The following list outlines some situations and phrases that can be used to more effectively work through and negotiate various situations in the business world.
WELCOMING: These phrases are used when welcoming people into the company or at the beginning of a meeting.
It’s my pleasure to welcome you to …
I would like to welcome you to …
Is this your first visit to …?
SCHEDULE AND AGENDA: These phrases are used to point out the topics or times of the meetings.
I would like now to begin by suggesting the following agenda.
To start with, I think we should establish the overall procedure
PROPOSALS: These phrases are used during a meeting to propose and reach agreements for the things that need to be done.
We’d like to propose / suggest that …
Regarding your proposal, our position is …
How do you feel about …
Perhaps a better idea would be …
May we offer an alternative? We propose that …
What exactly do you mean by …?
I’m not sure I fully understand your point.
Could you be more specific?
This agreement is acceptable to us.
I think we have reached an agreement here.
That sounds reasonable.
I think we have a deal.
I believe we have an agreement.
I can agree to that.
We are ready to accept your offer; however, there would be one condition.
AGREEING: These phrases are used to accept the ideas and/or proposals of others during a meeting or bussiness conversation.
I think we can both agree that…
I agree with you on that point.
OBJECTING: These phrases are used to reject or deny the ideas and/or proposals of others during a meeting or bussiness conversation.
If you look at it from my point of view…
From my perspective…
I’m afraid we couldn’t agree to that…
The reason for that is …
This is because …
CONCLUDING: These phrases are used when finishing a meeting or bussiness conversation as a form of conclusion.
I think you’ve covered everything.
Let’s just confirm the details, then.
Have I left anything out?
William Ury, author of "Getting to Yes," offers an elegant, simple (but not easy) way to create agreement in even the most difficult situations -- from family conflict to, perhaps, the Middle East.
Some challenges that can cause collaboration and negotiation to be difficult within groups and/or organizations, is the struggle of power and ongoing conflict. These will be touched on in our next module.
References
Collaboration citation will go here...
Overview Business expressions for making negotiations. Subject: Business and Communication Material Type: Lesson Author: Rocio Ramos Date Added: 12/14/2017 License: Creative Commons Attribution Non-Commercial No Derivatives
Power/Conflict and Hidden Power
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Introduction
Power is a popular topic because it is something that is very easily misused. Power can be earned in a promotion within the organization or just a reflection of knowledge. There is nothing wrong with using your power appropriately. People can sometimes link power with evil or being corrupt, but it is a fact of organizational life. When it comes to leadership it can be used to benefit others or to constrain them.
Six Type of Power
Legitimate Power: This can also be called positional power. This is the power individuals have from obtaining their role and status within an organization.
Referent Power: This power comes from the ability of individuals to attract other and to help build loyalty. It is based on the personality and interpersonal skills of the power holder.
Expert Power: This draws from a person’s knowledge and skills and is very strong when an organization has a need for them.
Reward Power: This comes from the ability to confer valued material rewards or create other positive incentives. This can include things such as promotions, increases in pay or extra time off.
Coercive Power: This is the treat and application of sanctions and other negative consequences. This can include direct punishment and relies on fear.
Information Power: This power comes from the access to facts and knowledge that others find useful or helpful. This can sometimes be used to build credibility and rational persuasion.
All of these sources of power can be used individually or can be combined to achieve the end goal. The more sources of power that one has access to, the greater the overall power to get things done.
These types of power vary depending on the person trying to use them. Depending on your style it can be different. Interpersonally oriented people may use softer tactics whereas extroverts tend to use more of a variety of tactics.
To be able to better manage power conflict, we will address the specific power dyamics that makes up a leader and members on a team and/or in an organization, in the next module.
"References
BUS403: Negotiations and Conflict Management" is licensed under CC BY 3.0
Power Dynamics
Power DynamicsWhen you search power dynamics the term comes back with very broad results. In this section I will focus on the power dynamic of leaders and also within a group or team. I will also touch on cultural power dynamics of groups and how to successfully and effectively work in a group with others of different backgrounds.. A "power dynamic" is the way different people or different groups of people interact with each other and where one of these sides is more powerful than the other one. Definition work team. The definition of an effective work team in this ProfEd is as follows: “A team consisting of three or more people who collectively work towards a common goal through coordinated efforts. Their complementing skills lead to a team performance that is better than the sum of their individual input.” Note that a work team is not the same as a work group: work groups do not have a common goal and do not aim for synergy. Workers in a work group are individually accountable for their performance and their goal is to exchange information https://www.oercommons.org/courses/key-skill-assessment-unit-working-with-othersWorking effectively with other people in a group or a team is a skill valued highly by community and educational organisations, as well as employers. Working in a group is about communicating effectively, contributing ideas, listening and receiving feedback, and leading or following as appropriate. Developing your skills means thinking about and planning the tasks the group needs to do, negotiating with others to develop shared goals and purpose, collaborating to achieve agreed results and then reviewing the approach.
Leadership is all about power dynamics. As a matter of fact, it’s power dynamics that differentiate between great leaders, and poor ones. Poor leaders solely rely on rank and formal authority (hard power, or “power over”), while better leaders acquire power by virtue of their personality and people’s skills, making others want to follow them (“power through”). Great leaders would acquire social status within groups even if they had no rank and formal power over others. Now that we've covered power dynamics, we can expand further in the next module on how these can be implemented more effectively within group dynamics and leadership roles in a group and/or organization. https://thepowermoves.com/power-dynamics/ References:"11 Practical Steps Towards Healthy Power Dynamics at Work" is licensed under CC BY-NC-SA 4.0 "Key Skill Assessment Unit: Working With Others" is licensed under CC BY-NC-SA 4.0"Influencing Stakeholders: Dealing with Power and Dynamics in Teams and Networks" is licensed under CC BY 4.0 "Dynamic Customer Journey: How conversation is changing the way people and brands interact" by stefanomaggi is licensed under CC BY-ND 2.0 |
LEADERSHIP AND GROUP DYNAMICS
Leadership and Group Dynamics
Understanding management means understanding people. What motivates us to engage deeply and perform powerfully at work? How do we inspire that in teams? What are the best ways to organize ourselves to exploit opportunities and solve problems? These are critical questions for all leaders who share the goal of thriving in a global, digital, fast-paced future.
There are countless ways we can approach those topics, and diverse perspectives to consider—as is evident from the thousands of management manuals, podcasts, executive seminars and more. For example, among the TED Talks included in Leading Wisely, Itay Talgam shares a lyrical metaphor on the style of the great conductors, while Clay Shirky delivers a statistical deconstruction of the power of informal networks. It's precisely this enormous scope and variety that defines the reality of modern management and which makes it so fascinating, and so vital.
Modern thinking on management — from teaching and research inside universities to the way the world's most revered businesses organize themselves — has continuously evolved throughout the 20th and early 21st century. What's more, the pace of this evolution is increasing: the TED Talks in this collection cover a number of topics that didn't even exist ten years ago! This means successful managers must learn quickly, forecast trends and execute wisely.
Division of labor and beyond: Management theory is born
Industrialization shaped the work of the first management theorists in the US and Europe, where efforts to perfect new production processes gave management a practical focus and scientific method. Mining engineer Henri Fayol was one of the first to set out clear principles of management, which were formed through experiences organizing labor and machinery to extract coal in the most cost-efficient way. In the early decades of the 20th century Fayol identified six core principles of management: forecasting, planning, organizing, commanding, coordinating, and controlling. A century later, these key principles still shape our ideas about management, even though we may implement them in more sophisticated ways.
In Fayol's time, managers enacted these six principles through authority and discipline, and the regimentation of that approach created as many problems as it did advantages. For example, perfecting production techniques through the division of labor involved a systematic breaking-down of production into repetitive, individual tasks, or 'piece work'. This formed the foundation of a new mass-production economy and significantly improved the standard of living for many workers and consumers--but the work was often tedious and didn't draw upon the worker's ideas or abilities in any meaningful way.
Fayol's contemporary, Henry Ford, provides the most famous example. In his quest to mass-produce an affordable automobile, Ford identified 84 specific steps required to assemble the Model T and hired Frederick Taylor, the creator of "scientific management," to conduct time and motion studies on the factory floor. In this way, Ford reasoned, he would know exactly how long it should take his workers to complete each of the 84 steps, and he could direct the exact motions each worker should use so that the assembly proceeded with maximum efficiency. Ford also reasoned that he could reduce the time spent on each task if his workers didn't have to move from one assembly to the next. So in 1913, inspired by a grain mill conveyor belt he'd seen, Ford introduced the first moving assembly line for factory production.
Only a year later, Ford surprised everyone when he announced that he would double wages and reduce working hours at his Detroit auto plant. Wall Street investors were dismayed. Media around the world reported Ford's announcement as a philanthropic gesture, or speculated that Ford was trying to create a bigger market for his Model T by creating a new middle-class American workforce. The reality? Ford realized he could lower turnover, and the costs of recruiting and training new employees, by offering better conditions and pay.
Beyond efficiency: Valuing people
When he raised wages and shortened the work day, Ford signaled that employee satisfaction was an essential element of successful management. There was a growing appetite to understand workers in this context and, more than that, to take a sociological or even anthropological viewpoint.
Although sociologists like Emile Durkheim had begun this work in the late 19th century, the backlash against division of labor gained momentum in the 1920s and '30s, when the horrors of the First World War fueled disillusionment with wide-scale mechanization. Many felt that workers were treated as machinery measured by volume of production alone.
In contrast, Elton Mayo highlighted the importance of social ties and a sense of belonging in the workplace. In Mayo's view, managers had to acknowledge these needs and listen to their employees, in order to make workers feel valued.
Mayo's ideas originated in part from his work at the Hawthorne General Electric Plant in Chicago, where he measured the effect of lighting levels on employees at the plant. Mayo found that simply taking an interest in the activities and opinions of staff produced a motivating effect—though when his work concluded and the plant returned to business as usual, productivity dropped.
Although Mayo championed a different kind of dynamic between managers and their subordinates in order to improve conditions and increase output, workers were given no real decision making power. Nevertheless, his work advanced management theory in a significant way, and decades later we can appreciate its influence on the people-oriented, more democratic operation of many modern companies like Semco. Its CEO, TED speaker Ricardo Semler, acknowledges that "it takes a leap of faith about losing control" to reorient a company so that it truly takes care of its people and treats them as its most important asset.
An orchestra conductor faces the ultimate leadership challenge: creating perfect harmony without saying a word. In this charming talk, Itay Talgam demonstrates the unique styles of six great 20th-century conductors, illustrating crucial lessons for all leaders.
Simon Sinek has a simple but powerful model for inspirational leadership -- starting with a golden circle and the question: "Why?" His examples include Apple, Martin Luther King Jr. and the Wright brothers ...
Leadership and Group Dynamics
What is Group Dynamics?
The term ‘Group Dynamics’ comes from Kurt Lewin's (1948) studies of the impact of groups on members.
Groups are given the opportunity to:
Build interaction with each other
Encourage communication
Challenge individuals to take on roles and attributes to better function within the group
Allow for personal growth
Formal groups are used to organize and distribute work, devise plans, coordinate activities, increase commitment, negotiate, resolve conflicts, and conduct inquests.
Group working allows the pooling of people's individual skills and knowledge and helps compensate for individual deficiencies.
The study of leadership and power in groups is part of what we call group dynamics.
What is Leadership?
Leadership is...a relationship between one or more individuals and one or more other individuals within the framework of the social unit called a group. One part of the group is being called leader or leaders, while the other part is comprised of followers.
Having the right leader in place is important. A leader impacts the group in many ways.
Direction and guidance for the group to achieve goals.
Instill confidence in the individual and the team.
Can boost individual self-esteem of the group members.
Influences how a team member sees the entire group.
Leadership is an aspect of group dynamics.
Now that we've covered these various aspects necessary for more well-rounded and effective group leadership and power negotiation, we will share some fun interactive activites that you can do to apply what you've learned, in our next module.
http://www.oercommons.org/courses/groups-and-teamwork/view Provider:The Open University License:Creative Commons Attribution Non-Commercial Share Alike
Images Used:
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References
"Leadership and Learning" by gcouros is licensed under CC BY-NC-SA 2.0
"Team dynamic needs to be structured in a way to move innovation forward so that everyone is on the same page" by ThinkXinova is licensed under CC BY-NC-ND 2.0
http://www.oercommons.org/courses/groups-and-teamwork/view Provider:The Open University License:Creative Commons Attribution Non-Commercial Share Alike
INTERACTIVE ACTIVITIES
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TRY OUT THIS COLLABORATION CHECKLIST!
CMST&230 Teams! - Click on the link below to take our Collaboration Checklist. Find out how you each believe your group is doing on collaboration with each other. Be honest and provide positive feedback and constructive criticism. These will guide you towards celebrating your successes and opening the opportunity to improve your teamwork!
Collaboration Checklist
CREATE A LEADERSHIP POSTER PROJECT BELOW!
Click on the link below to create a poster project in groups of 3-4 about an assigned historical leader. Students should show knowledge of who this person was (when/where they lived) and several of their leadership accomplishments. Students will present their knowledge to the rest of the class so that they too may learn about a different leader than the one they were assigned.
Leaders Making Positive Change [POSTER PROJECT]
READ THE ARTICLE BELOW AND DIFFERENTIATE AMONG THE THREE LEVELS.
Skip Weisman's "The 3 Levels of High-Performance Leadership Communication"Page
For information about citing these materials or our Terms of Use, visit: http://ocw.mit.edu/terms.
I hope you enjoyed our interactive activities and were apply what you've learned in this entire module.. In our last module, we will provide our summary statement and the key concepts we've learned.
References
"Collaboration Checklist—Elementary" by Clarity Innovations under Creative Commons Attribution Non-Commercial https://www.oercommons.org/authoring/22855-collaboration-checklist-elementary
"Leaders Making Change" by Josie Cornett under Creative Commons Attribution https://www.oercommons.org/authoring/20488-leaders-making-change
"The 3 Levels of High-Performance Leadership Communication" by Skip Weisman is in the Public Domain, CC0
SUMMARY STATEMENT AND CONCEPTS
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Summary Statement by the Screen Team
The purpose of this module is to give the reader a basic understanding of the topics covered in this module that relate to Group Leadership and Power negotiations. The module briefly covers the theory of leadership in groups and the types of leaders and reasons leaders emerge from groups. The module also covers power negotiations and tells of power conflict and hidden power and how this can affect the group dynamics and how it effects leadership and collaboration and negotiation.
Concept Covered
COLLABORATION AND NEGOTIATION
LEADERSHIP THEORY, STYLES & TYPES OF LEADERS
POWER/CONFLICT AND HIDDEN POWER
POWER DYNAMICS
LEADERSHIP AND GROUP DYNAMICS
INTERACTIVE ACTIVITIES
SUMMARY OF STATEMENT