Drew Hurley
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I. Leadership Forms
B. Expressive Leadership
C. The Leadership continuum: what can go wrong? (Murphy was right!)
D. The Leadership context: Finding the right balance
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II. Leadership Style
B. Laissez-faire: nondirective, facilitative, empowering authority
C. Democratic: Consensus based authority
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III. Using the Democratic Leadership Style
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IV. “My New, Best Friend” exercise
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Go To 'My New Best Friend Exercise'
A. Instrumental Leadership
1. Goal Oriented
2. Task Specific objectives
3. Henry Ford examples:
a. “You can have any color you want so long as it is black.”
b. “There are two ways to do everything. My way and the wrong way.”
1. Rapport Orientation; what feels good can’t be wrong.
2. The “People Process” is more important than the productive outcome
3. Nero Partied all night while Rome was burning all around him
1. Instrumental leadership in the extreme is alienating, divisive, arbitrary and encourages subversion.
2. Expressive Leadership in the extreme is unproductive, petty, egotistical and prone to rationalizing
incompetence through popularity appeals or pressures to conform.
1. What are the current circumstances?
2. What are the production expectations?
3. Who are the individual leaders you are expected to work with?
4. What are the leadership options?
a. Is consensus expected/required?
b. Can group coalitions be built?
c. Who is most amenable to being recruited for your coalition?
d. What are the costs/benefits of any proposed action you might initiate?
A. Authoritarian: a single person source of authority (Militaristic)
1. Quickest decision making process during a crisis
2. Can efficiently allocate manpower and resources
3. Usually disregards expressive needs of subordinates
4. Frequently produces alienation and subversion
1. Empowers individuals to perform personal/professional objectives
2. Minimizes group goals and objectives
3. Requires a group comprised of individuals who are knowledgeable,
motivated, and are capable of working with direct supervision
1. Creates a working consensus and actively works to maintain it
2. Relies heavily upon Expressive principles to maintain group rapport
3. Actively uses the principle of “co-optation” to create support for, and commitment to, group decisions
4. Possible advantages: a group that accomplishes a great deal and feels good doing it
5. Possible disadvantages: dangerous types of decisions:
a. Groupthink
b. The “Risky Shift”
A. Adhere to the essential Expressive Leadership concerns
B. Through a consensus of agreement, motivate the group to accomplish its instrumental objectives
C. Use the following leadership principles:
1. Develop a genuine interest in others
2. Be an active, and effective, listener
3. Learn to see things from another person’s point of view
4. Respect the dignity of others
5. Be generous, but not over indulgent, with recognition, praise & reward
6. Learn to accept complaints and criticism gracefully
7. Prioritize and set your goals
8. Always be able to provide a cost/benefit assessment for both the group and its individual members
9. Learn to compromise
10. Keep a positive, and enthusiastic, mental attitude
A. What specific attributes and characteristics did you hear being described during the introductions
that could contribute to democratic decision making processes? List them.
B. Based these introductions and your lists, how would you describe the
democratic decision making potential of this group? Why?
C. What skills should you contribute to this group to make it more effective? Why?