A Toolkit for Volunteer Leaders

Leadership

[Styles] [Teamwork] [Conducting Meetings] [Small Group Dynamics] [Personal Goals] [Organizing Committees] [Self Image] [Mentoring] [Decision Making]

Leadership Styles L-1

With resourcefulness we can accomplish more than with brute power. With honesty and kindness we acquire authority.

--Folk Proverbs

Most leaders think very little about their own leadership style. They "do what comes naturally" when leadership is needed. If they are successful leaders, their instincts usually serve them well.

To improve your leadership style, however, you need to be more aware of how you lead. In this part of the leadership training, you will assess your own leadership style. Then you will learn about other styles.

EDUCATIONAL OBJECTIVES

After mastering this section, you should be able to:

1. Define leadership.
2. Identify your own leadership style.
3. Describe facilitator leadership

WHAT IS LEADERSHIP?

A leader is someone who influences others. We all have an image of a leader. It can be described by such words as intelligent, courageous, persuasive, skillful, and powerful. Some people think of the Boy Scout qualities of leadership (trustworthy, loyal, helpful, friendly, courteous, kind, obedient, cheerful, thrifty, brave, clean and reverent).

Most people have some ideas about leaders which can be called myths. Examples of these myths include:

1. some people are born leaders,
2. leaders defeat enemies,
3. leadership is a person, some have it and some do not,
4. leadership is no more than getting others to do what you want them to do,
5. leadership always involves action.

These are myths because

1. leadership is learned,
2. leaders help others accomplish group goals which need not involve an enemy,
3. anyone can be a leader at any time if that person helps the group meet its goals,
4. manipulative leaders eventually arouse opposition,
5. sometimes leadership involves not taking action.

As a beginning, leadership will be defined here as the art and science of helping others to decide on goals and work toward those goals. Of course, leadership is much more. This definition, however, will do for now.

Most writing on leadership deals with three styles of leaders. These three styles are:

When a leader is directive, that leader initiates action, structures activities, motivates others, delegates responsibility, and praises or reprimands subordinates.

A democratic leader gets results by leading discussions, asking questions to involve others, encouraging others to volunteer for responsibilities, confirming commitments, and asking for a vote to get a consensus decision or a majority decision.

A non-directive leader refuses to make decisions for others, uses silence until someone in the group speaks out, gives non-verbal support (nods, smiles) to others who show positive leadership, and gradually fades out of a group when others in the group show an ability and a willingness to take over.

Different situations require different styles of leadership. Evacuation of a burning building calls for directive leadership. Deciding among several suggestions for an organization's social event calls for democratic leadership. Helping qualified, experienced, enthusiastic committee heads calls for non-directive leadership.

Leadership will be most effective if a leader can look at a situation, decide what style of leadership is needed by the group, and act accordingly. When a leader is able to use each of the three leadership styles appropriately, we call that effective facilitator leadership. A facilitator then may direct, use democratic leadership or intentionally let the group provide its own leadership. The style used will vary according to the leader's formal role within the group, the size of the group, skills and experience of group members, motivation and goals of group members. It also depends on group maturity (see module L-4 for a discussion of group maturity). An effective facilitator leader will learn to quickly consider all of these factors and choose the best leadership style for the situation.

QUESTIONS FOR DISCUSSION (15 minutes)

1. What has been your preferred style (directive, democratic or non- directive)?
2. Describe a situation where you might use the other two styles.
3. Why is "facilitator leadership" (which uses all three styles) better than any single style?
4. Do you have questions or comments on the reading?

EXERCISE:

How do you define "leadership?" You do have a definition whether or not you have thought about it. Think about leadership for a few minutes, then write down a definition.

Leadership is

Review the main points of the Background Reading, "What is Leadership?" Does your definition above

1. Emphasize motivation?
2. Discourage manipulation?
3. Allow for all three leadership styles?
4. Fit different situations where leadership is needed?
5. Call for influencing others?

If necessary, rewrite your definition.

QUESTIONS FOR DISCUSSION (15-20 minutes)

If working in a group each person should read the definition written for the individual exercise above. No comments should be made until all have finished. Then discuss:

1. What elements of the individual definitions do you like best?
2. Can you agree on a group definition?
3. Why is a personal definition of leadership important or helpful?

RESOURCE FOR FURTHER STUDY

The Situational Leader, by Paul Hershey, Warner Books, 1984.BUILDING ON YOUR OWN LEADERSHIP STYLE

This topic will start with an exercise and then move to discussion and clarification.

EXERCISE (15 minutes):

Instructions - Think of a group or organization in which you are a member. Visualize yourself in the group. You are in charge of a group discussion. As you lead the group, the following problems arise. Read the first problem and the three possible solutions. Choose the best of the possible solutions and circle the letter which matches that solution. Keep in mind that you are in charge of group discussion for a particular group. Answer each of the other problems on the questionnaire.

Problem

1. Your group is having trouble getting started. You have tried to make everyone feel comfortable. You have allowed time to get acquainted. Everyone seems interested and cooperative, but reluctant to speak up.

Possible Solutions

a. Wait until they're ready to speak up.

b. Suggest that the group vote on what to do next.

c. Make some specific assignments to different people and help them complete their assignments.

2. The group is operating extremely well. Members get along well with each other. Discussion is lively. Everyone is contributing to the group. You want to insure that this continues.

Possible Solutions

a. Reduce your leadership. Let group members lead the group as much as possible.

b. Be sure agreement is reached on each point before proceeding.

c. Keep the group firmly under your control or the group will lose its momentum.

3. The group has been very productive. Two or three members have done most of the talking and all of the work. Everyone seems happy, but you would like to make some changes so that more members will get involved.

Possible Solutions

a. Tell it like it is. Outline the changes and see that they are made.

b. Propose the changes. Explain why they are needed, then let the group decide what will be done.

c. Don't do anything that might threaten group productivity.

4. The group is working well and relations among members are very positive. You feel somewhat unsure about your lack of direction of the group.

Possible Solutions

a. Leave the group alone.

b. Slowly assert yourself to give the group more direction.

c. Ask the group if you should provide more direction, then comply with their wishes.

5. The group was going great, but now it is falling apart. Members are beginning to bicker. It is hard to stay on the subject. Someone has just suggested that maybe the group should take a recess for two or three months.

Possible Solutions

a. Let everyone have their say. Don't get involved.

b. Take a vote on the suggested recess.

c. Propose a new course of action for the group. If no one strongly disagrees, make assignments and see that they are carried out.

6. Your group has completed an excellent discussion of a topic they chose, but no one wants to take any action although several activities would be appropriate and each activity has been discussed.

Possible Solutions

a. Suggest that the group move on to another topic. If no one disagrees, list possible topics.

b. Choose an activity for the group and make assignments.

c. Just keep quiet until the group arrives at a decision.

AFTER you have completed the questionnaire, proceed with scoring and assessment.

Scoring and assessing Your Leadership Style

Each of the three possible solutions to each problem corresponds to one of the three styles of leadership (see topic 1):

In problem 1, the group needs direction. Voting would not be useful. A non-directive approach might work in the long run, but would be frustrating in the short term. (c) is the best solution.

In problem 2, there is no problem. "It ain't broke, so don't fix it!" (a) is the best solution.

In 3, the group is productive, but not everyone is contributing. The group needs help but a directive approach (a) might cause a rebellion. Non- directive (c) style would not get the quiet members involved. Go with (b).

Problem 4 is similar to 2. The group is working well. Resist the temptation to take action when none is needed. Try (a).

In problem 5, the group was all right, but now it is not. Leadership is required. Non-directive (a) leadership will only worsen the situation. If you vote (b), frustration may get in the way of reason. Directive leadership (c) is the best bet.

In 6, democratic leadership (a) is called for. A directive (b) approach would oppose the group's stated position. Since the group is at a stalemate, solution (c), the non-directive style, would not help.

Score yourself. If you got all correct answers, you are a well- balanced leader. You rely equally on all three styles. Also, you use good judgment in assessing each situation.

If you did not get all of the correct answers, don't worry. You may have interpreted the problems in a different way than was intended. You may not be wrong at all.

But if you chose all "directive" solutions, you may need to work harder on the other two styles. An effective facilitator leader can use all three styles when necessary.

Caution!! The purposes of this exercise are to point out three leadership styles, to reflect your tendencies in a specific situation, and to stimulate discussion. This exercise is not sophisticated enough to categorize your leadership style. Please don't look at it that way.

Questions for Discussion (5 minutes)

1. How did you score on the Questionnaire? (Some individuals may not wish to share their scores at this point. They should be allowed to pass.)
2. Does this exercise tell you anything about your leadership style? What?
3. What is your "weakest" style? What could you do to strengthen this style? (Group members should help each other with suggestions.)

FACILITATOR LEADERSHIP

Learning more about facilitator leadership is important. In the United States, most people are biased about leadership. In this module we have defined leadership as "the art and science of helping others to decide on goals and work toward those goals." We have introduced the idea of a facilitator leader as one who uses directive, democratic or non-directive leadership styles equally well depending upon which style is appropriate.

In the United States we value democratic leadership. Historically, however, we have usually followed directive leaders. Non-directive leadership often has been viewed as weak leadership. We like the "take charge" leader as long as we agree on goals.

Military and business activities usually call for directive leadership. Most of our national leaders come from those backgrounds. But in community volunteer organizations, directive leadership can be overused with disastrous results.

Let's compare and contrast the traditional directive leader with the facilitator leader.

Directive Leader

• Leads from in front
• One style
• Gives orders, make statements
• Focuses on leader's strengths
• Man of action
• Know-it-all
• Says, "Don't just sit there, do something."

Facilitator Leader

• Often leads from behind
• Three styles
• Relies more on questions and suggestions
• Focuses on group's needs
• Sensitive, thoughtful person
• Seeks help from others
• Says, "Don't just do something, think about it first."

If you would try to improve your facilitator leadership, work on the following:

Directive leadership -

Before you "take command" of a group, think about it. Does the group need directive leadership? Are you the best person to direct? Who in the group will compete with you for leadership? How can you win that person's cooperation? Recognize individuals' contributions. Praise them in front of the group. Keep criticism infrequent, constructive and private.

Don't hog all of the jobs. Don't seek all of the glory. Delegate responsibility, make assignments, then see that those responsibilities are met. Think before you speak. Speak briefly and to the point. Get advice before you decide. When a decision is bad, admit it and reorganize.

Democratic leadership -

Make each group member feel important by asking for opinions, especially from the quieter members. Use a variety of techniques for decision- making (majority voting, negative voting, consensus, compromise). Ask questions to get others involved. Encourage group decisions; discourage individual decisions. Summarize agreements and commitments.

Non-directive leadership -

Listen, observe, consider what is happening and why. When group members say or do something useful, smile, nod in agreement, give a "thumbs up" signal.

When people ask for your opinion, turn the question back to them or to a quieter member by saying, "I'm not sure. What do you think Jill?" When people ask for you to decide, turn the decision back to them by saying, "I really don't feel I should decide for the group. What are the possible decisions? What are the pros and cons of each? Which possibility would you choose?

In summary, a "Facilitator" Leader assesses the situation and chooses an appropriate leadership style:

Exercise (5 minutes):

On a separate sheet of paper, write a plan to broaden your leadership style. Describe a situation where you will intentionally use your weakest style. Give yourself a deadline to carry out your plan. Don't "cop out" on this exercise. It will require initiative and follow-through on your part. These are qualities of leaders that need to be practiced until they become habits.

EXERCISE (15 minutes):

Share your plan with a partner. Critique each other's plan. See if you can improve on your partner's plan. You may want to go one step further: decide how you can help each other carry out the plans.

RESOURCES FOR FURTHER STUDY

Freedom to Learn, by Carl R. Rogers, Charles E. Merrill Publishing, 1969. (see especially pp. 164-166)

Facilitating Community Change, by Donald R. Fessler, University Associates, 1976. (see especially pp. 32-34 and 50-53)

The Helping Relationship, by Lawrence M. Brammer, Prentice- Hall, 1973.

Stewardship: Choosing Service Over Self-Interest, by Peter Block, Berrett- Koehler Publishers, 1993.