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Leading Small Groups: Theoretical Perspectives 171

Leadership
Hackman and Johnson define leadership as a process: “Leadership is human (sym- Leadership
bolic) communication which modifies the attitudes and behaviors of others in order Influence exerted
to meet group goals and needs.” We use their definition because it emphasizes through
2
communication and thus reflects our definition of communication as explained in communication that
Chapter 2. Leadership is accomplished through communication—what a leader actu- helps a group
ally says and does in interaction with group members. Leadership involves persuasion achieve goals;
and discussion, not psychological coercion or physical violence. Leaders modify the performance of a
positions of group members through communication to help the group achieve its leadership function
goals. Leadership, then, does not exist in a vacuum but is a shared property of the by any member.
group and is transactionally created through group communication.
Leadership involves power; however, all members of a group can influence group
interaction with their power resources. 3

Sources of Influence (Power) The ability to influence others stems from power that is Power
derived from a particular source, which can include reward, punishment, legitimate, The potential to
referent, and expert power. 4 influence behavior of
Leaders can reward followers by giving them such things as special attention, others, derived from
acknowledgment, compliments, personal favors, special titles, money, and material such bases as the
goods. For instance, Lucas found that leaders telling members they were high per- ability to reward and
formers within their work teams (regardless of whether they were) and giving them a punish, expertise,
high-status job title actually increased their satisfaction, performance, commitment to legitimate title or
5
the organization, and decreased turnover. Jiang, the broadcast advertising team’s pro- position, and
personal attraction.
gram coordinator, is in a position to reward Jennifer with up-to-date business records.
Jennifer may come down hard on her broadcast-advertising team, but she lets them
leave early and gives the team free tickets to social events like concerts and baseball
games. Leaders can also punish by withholding these same items. For example,
Jennifer rolls her eyes when a group member offers what she thinks is a dumb idea.
Coercion is a special form of punishment power that uses threats or force to “influ-
ence” others. Although good leaders may effectively use punishment (especially the
fear of losing something important, such as belonging to the group or the respect of
the others), they do not use hardball tactics to coerce or force compliance. Coercion
breeds resentment, sabotage, and rebellion, which are not desirable small group out-
comes. We do not consider coercion to be ethical leadership.
Legitimate power stems from a title or role acknowledged by the followers.
Jennifer’s title as manager of her team gives her leadership legitimacy. However, legit-
imate power holds only if requests are accepted as appropriate by followers. Thus, a
committee chair does not have the right to tell members how to dress or what kind of
car to buy.
Referent power is based on attraction or identification with another person.
Robyn’s relationships with television and radio sales representatives are built around
her referent power; the reps like her and will go the extra mile for her. Some referent
leaders have charisma, making others want to associate with them and imitate their
behavior. The more leaders are admired and respected, the more members copy their
behavior, and thus the greater their power to influence the group.

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