Transcript Chapter 2:
Introduction to Leadership Concepts and Practice Peter G. Northouse Chapter 8: Listening to Out-Group Members © 2009 SAGE Discussion Questions Do leaders have a responsibility to listen to divergent viewpoints? Are out-groups inevitable to group dynamics? Will some people always be “left out”? © 2009 SAGE Who is in the Out-Group? Refers to those individuals in a group who do not feel a part of the larger group They may be in opposition or simply disinterested They may feel powerless, unaccepted, alienated, or even discriminated against © 2009 SAGE Who is in the Out-Group? Out-groups come in many forms: Minorities who think their voice won’t be heard People who feel their ideas are unappreciated People who do not identify with the group © 2009 SAGE “Social loafers”- group members who are inclined to goof off or work below their capacity Why do Out-Groups Form? Many reasons out-groups exist: 1. Because people disagree with the social, political or ethical position of majority--in opposition 2. Some individuals cannot identify with beliefs, norms, or values & as a result do not embrace the dominant group’s reality (Social Identity Theory) 3. People feel excluded by the larger group. They do not know where they “fit in” 4. People lack communication skills or social skills to relate to a larger group © 2009 SAGE What is the Impact of Out-Groups? Out-groups have adverse effects on others: 1. Run counter to building community Community brings people together and provides a place to express similar ideas, values, and opinions Out-group members detract from using all of the resources of the community to reach the groups goals © 2009 SAGE What is the Impact of Out-Groups? Out-groups have adverse effects on others, cont’d.: 2. Have a negative impact group synergy Out-groups take energy away from the group rather than adding energy to the group 3. Out-group members do not receive the respect they deserve from others Central tenet of ethical leadership: treat others with respect © 2009 SAGE How to Respond to Out-Group Members 1. Listen to out-group members 2. Show empathy to out-group members 3. Recognize the unique contributions of outgroup members 4. Help out-group members feel included 5. Create a special relationship with out-group members 6. Give out-group members a voice & empower them to act © 2009 SAGE Strategy 1: Listen to Out-Group Members More than anything out-group members want to be heard Listening requires that leaders set aside their own biases in order to allow outgroup members to express their viewpoints freely When out-group members feel they have been heard, they feel confirmed and connected to the larger group © 2009 SAGE Strategy 2: Show Empathy to Out-Group Members Similar to listening, but more demanding An effort to understand the feelings of out-group member Leader must suspend his or her own feelings to “stand in the shoes” of outgroup members Techniques include paraphrasing, identifying feelings, & giving support © 2009 SAGE Strategy 3: Recognize Unique Contributions of Out-Group Members Expectancy Theory: First step in motivation process is to let workers know they are competent in their work. Motivation builds when people know they are able to do the job It is common for out-group members to feel like others do not recognize their strengths Leaders should to identify out-group members’ unique abilities & assets, and to integrate these into the group process © 2009 SAGE Strategy 4: Help Out-Group Members Feel Included Out-group members do not feel as if they belong & need to feel included Leaders include out-group members by: Responding to their communication cues appropriately Asking for the out-group member’s opinion Bottom Line: Leaders needs to be sensitive to out-group members’ needs & try to respond to them in ways that help them feel part of the group © 2009 SAGE Strategy 5: Create a Special Relationship With Out-Group Members Research Study on Out-Groups Leader-Member Exchange (LMX) Theory (Graen & Uhl-Bien, 1995) Leaders should create a special, high-quality relationship with each one of their followers Results in out-group members becoming a part of the group © 2009 SAGE Strategy 5: Create a Special Relationship With Out-Group Members Special relationships are built on good communication respect trust Relationships are often initiated when: Leaders recognize out-group members who are willing to step out of their scripted roles & take on different responsibilities Leaders challenge out-group members to become engaged and try new things © 2009 SAGE Strategy 6: Give Out-Group Members a Voice & Empower Them to Act Give out-group members a voice: Allows out-group members to be on equal footing with other members of group When out-group members have a voice they know their interests are being recognized they have an impact © 2009 SAGE Strategy 6: Give Out-Group Members a Voice & Empower Them to Act Empowering others to act Allowing out-group members to be more involved Independent responsible for their actions Requires giving up some control & allowing out-group members to have more control Includes allowing them to participate in the workings of the group (e.g., planning and decision-making) © 2009 SAGE