Blog 10

How and why is leadership different when working with virtual groups?

Virtual groups are becoming more and more popular especially as companies are growing and technology is expanding. One of the advantages of virtual groups is that you can have a team of people work together who live all over the world who would have otherwise be inhibited by distance and time difference. However, there are some major disadvantages to virtual teams. Some of these include lack of cohesion, cooperation, trust, and commitment (Hoch & Kozlowski, 2012). While there are several disadvantages to virtual groups, there are ways in overcoming them and making the team effective. Because of this, I think it is especially important to have good leadership for virtual groups. Leadership for virtual teams looks very different than leadership in traditional teams.

            Hoch & Kozlowski (2012) found that hierarchical leadership had a weak relationship with team performance in virtual groups. Bass & Steidlmeier (1999) discuss transformational leadership as an effective form of leadership. Some of the components of this leadership style are inspirational motivation, intellectual stimulation, and indivualized consideration. These things would be much harder to achieve in a virtual group. I think the biggest thing that would hinder these things (especially individualized consideration) is communication. Without the ability to have fluid conversations like the ones you would have face to face, this type of leadership would probably not be very successful.

            Bell and Kozlowski (2002) found that structural factors can act as a supplement for virtual leadership. The presence of structure and routine can help regulate behavior very effectively for virtual groups. Hoch & Kozlowski (2012) discussed how these things help provide stability and motivation for group members. Pearce & Conger (2003) found that shared leadership is significantly related to team effectiveness, and it can be more effective than vertical leadership. Hoch & Kozlowski (2012) said that shared leadership creates stronger bonds among team members, which is especially important for virtual groups. While there are several disadvantages to virtual groups, there are ways in overcoming them and making the team effective.

References:

Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217. doi:10.1016/S1048-9843(99)00016-8

Bell, B. S., & Kozlowski, S. J. (2002). Adaptive guidance: Enhancing self-regulation, knowledge, and performance in technology-based training. Personnel Psychology, 55(2), 267-306. doi:10.1111/j.1744-6570.2002.tb00111.x

Hoch, J. E., & Kozlowski, S. W. J. (2012). Leading Virtual Teams: Hierarchical Leadership, Structural Supports, and Shared Team Leadership. Journal of Applied Psychology. Advance online publication. doi:10.1037/a0030264

Pearce, C. L., & Sims, H. r. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, And Practice, 6(2), 172-197. doi:10.1037/1089-2699.6.2.172

Blog 9

How might you advocate to an academic administrator that a peer leadership program was beneficial?

Dear academic advisor,

            In my humble opinion, I believe we should have more peer leadership programs at the university. There are many benefits to not only student but also the university itself. But don’t just take my word for it; there is also plenty of research that supports this claim.

            Shook & Keup (2012) discuss the importance of peer leadership programs to college students. One of the most crucial things to a college student is a sense of community. The more friends students have on campus, the more connected they feel to it. Having social connections is also important to academics. Student can also benefit from their community by using their friends as a resource. Student leaders can be great referral agents (Sharkin, Plageman, & Mangold, 2003). Students are comfortable with turning to other students for help because they can usually find someone who has face the same kind of emotional, academic, or relational problem before.

            Peer leadership programs can also help students develop leadership skills such as oral communication, team work, critical thinking, etc. (Shook & Keup, 2012). Cress, Astin, Zimmerman-Oster, & Burkhardt, (2001) studied the effects of peer leadership on personal and educational development. They found that students who participated in leadership trainings and programs showed a greater sense of civic responsibility, multicultural awareness, a better understanding of leadership theories, and other leadership skills.

            Finally, peer leadership programs can help benefit the university. Shook & Keup (2012) talk about how student leaders can be a great source of information to the university about how students perceive institutional programs. In addition, student leaders can help decrease the budget in instances where a student can do a job instead of a paid employee. Student leaders can also communicate faster with their peers about things going on at the university (Russel & Skinkle, 1990). They will usually also demonstrate more involvement at the university and will be more likely to participate in institutional activities after the program.

            In conclusion, I want to ask you to consider adding more peer leadership programs. I believe they would greatly benefit the students and the school. Thank you for your consideration.

Sincerely,

Elizabeth

References:

Cress, C. M., Astin, H. S., Zimmerman-Oster, K., & Burkhardt, J. C. (2001). Developmental outcomes of college students' involvement in leadership activities. Journal Of College Student Development, 42(1), 15-27.

Russel, J. H., & Skinkle, R. R. (1990). Evaluation of peer-adviser effectiveness. Journal Of College Student Development, 31(5), 388-394

Sharkin, B. S., Plageman, P. M., & Mangold, S. L. (2003). College Student Response to Peers in Distress: An Exploratory Study. Journal Of College Student Development, 44(5), 691-698. doi:10.1353/csd.2003.0059

Shook, J. L. and Keup, J. R. (2012), The benefits of peer leader programs: An overview from the literature. New Directions for Higher Education, 2012: 5–16. doi: 10.1002/he.20002  

Blog8

Describe a leader (not manager) that you know or is a public figure and assess them using the attributes of the GILL as described.  If you choose someone who is not a public figure, disguise their name and characteristics to protect their identity.

Unlike most authors, Rupprecht, Waldrop, & Grawitch (2013) wrote on leadership skills that are not related to task management or relationships. They discuss the importance of mission and vision, shared values, strategy, empowerment, and influence, motivation, and inspiration. Tanner, one of my close friends, is a great leader at the camp that he works at. He is well respected and admired not just by the campers but also by his fellow camp counselors.

Rupprecht, Waldrop, & Grawitch (2013) discuss the importance of defining and communicating a vision. Tanner shares his camp’s vision for seeing campers pursue their relationship with Christ and to gain team-building skills through the activities done at camp, and he shares this vision with his campers. James & Lahti (2011) talk about the importance of effectively communicating a vision. If the leader does not communicate effectively, it would be difficult for the followers to embrace the vision.

One of the characteristics of leadership that Tanner practices regularly is creating a strategy. He is the AC (Adventure Coordinator) at his camp, so he has a lot of responsibility on his shoulders. When he plans these trips, I know he doesn’t just think about the logistics. He takes it as an opportunity to help his campers grow, so he thinks of things that he can do to ensure that the campers grow from their experiences on the trip and that they have a good time. Watson-Thompson, Fawcett, & Schultz (2008) discuss the importance of strategic planning when trying to bring about change. They also found that it can be especially effective for addressing goals.

Another one of attributes of leadership that he clearly exhibits is the ability to empower his campers. He makes the campers feel like they can accomplish anything. There have been several campers who were too scared to try certain tasks, but when Tanner talks to them, they realize that they can do it and develop a greater sense of confidence. MacPhee, Skelton-Green, Bouthillette, & Suryaprakash (2012) did a study involving a leadership empowerment program with nurses, and they found that the nurses had more self-confidence in their responsibilities after the program.

Tanner is a wonderful leader, and he is loved by his campers and fellow counselors. He has told me that his work at camp has been very rewarding and he hopes to continue to grow as a leader.

References:

James, K., & Lahti, K. (2011). Organizational Vision and System Influences on Employee Inspiration and Organizational Performance.Creativity & Innovation Management, 20(2), 108-120. doi:10.1111/j.1467-8691.2011.00595.x

MacPhee, M., Skelton-Green, J., Bouthillette, F., & Suryaprakash, N. (2012). An empowerment framework for nursing leadership development: supporting evidence. Journal Of Advanced Nursing, 68(1), 159-169. doi:10.1111/j.1365-2648.2011.05746.x

Rupprecht, E A., Waldrop, J. S., & Grawitch, M. J. (2013). Initial validation of a new measure of leadership. Consulting Psychology Journal: Practice and Research, 65(2), 128--‐148. doi:10.1037/a0033127 

Watson-Thompson, J., Fawcett, S., & Schultz, J. (2008). Differential effects of strategic planning on community change in two urban neighborhood coalitions. American Journal Of Community Psychology, 42(1-2), 25-38. doi:10.1007/s10464-008-9188-6