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Unit 2- Leadership as a Social Role - Coggle Diagram
Unit 2- Leadership as a Social Role
Roles and Groups
Jacob Moreno, psychiatrist and pioneer of group pyschotherapy, one of the founders of modern role theory defined role, as
"The actual and tangible forms which the self takes. Every role is a fusion of private and collective elements."
Characteristics of role:
Roles are specific, Roles are formed by the individual, roles are the result of individual skills and the expectations of the group.
Group:
Having a communicative network and conventionally some form of leadership. The thoughts and action of individual within the group not only constitute the behavior of the group but are strongly shaped by the nature of participating in the group itself.
Role:
can be defined as a socially defined behavioral pattern that is expected of a group member.
Role differentiation:
Even if the group members do not know each other and the group arose in the context of a discrete set of circumstances, mutual expectations are nevertheless exchanged and lead to social roles. This agreement whether implicit or explicit is called role differentiation.
The behavior of an individual should be considered to be determined more by the expectations of their role than by their own personal inclinations.
Role Types
Functional/Task Roles
Initiator
Information seeker
Information giver
Opinion seeker
Opinion giver
Evaluator
Doer
Internal rules and regulations practitioner
Secretary
Socio-Emotional Roles
Encourager
Peacemaker
Compromise maker
Tension-appeaser
Confronter
Destructive Roles
Chatterer
Pedant
Inspiration producer
Definer
Fence sitter
Defeatist
Procastinator
Troublemaker
Personalizer
Manipulator
Dominator
Formal Conditions for Social Role
In an organization, rights and requirements that are inherent in any position are defined by the organizational structures.
The role structure of an organization is essentially defined by the task structure.
If an individual's organizational status is combined with power or authority, a social hierarchy develops, which is in turn subject to different expectations.
Sader points out that
expectations can be used as a frame of reference to evaluate the behavior of an individual in a given position,
because the expectations associated with their role defines the scope of their actions.
Must expectations
are normally formulated by laws.
Should expectations
usually come from the social norms within a reference group.
Could expectations
are those that extend beyond the actual requirements of the role.
Norms:
Standards, rules or regulations that are expressed verbally or non-verbally and whose adherence is ensured by sanctions initiated by the organization.
A norm exists when members of a group have agreed on acceptable behavior
. It is critical that employees and leaders understand norms, for a violation of company norms can result in actions ranging from a written warning up to the dismissal of the employees.
The Individual and The Group- Conforming and Deviating Behavior
The motivation of an individual to follow a norm usually corresponds to the extent of its acceptance among a group. It also depends on sanction balance.
Sanction balance
is basically the evaluation of whether violating a norm will lead to a serious punishment or not.
Informal structures:
Refers to all structural patterns that are not formally defined. Informal structures can include affective structures, informal power structures, informal communication nets, informal norms in groups, expectation structures, and aspects of the organizational climate.
Sanctions:
Reactions to deviations from expected behavioral norms. They are measures to enforce adherence to behavioral standards.
It can be negative or positive: punishing deviant behavior or rewarding conforming behavior.
The range of negative sanctions spans from subtle signals of disapproval, mockery, ridicule, or social exclusion to specific punishment in dictated by labor laws.
The problems of Formalized Role Understanding and Self-Concept
Role Pressure:
Expectations placed on a role-bearer may result in role pressure, especially when the role-bearer has to behave in a way that does not correspond with her personality, that she inwardly rejects, or where the role expectations are too repressive.
Role pressure should be distinguished from role stress, which is the subjective feeling experienced by the role bearer of being overburdened.
Role Conflict:
If the role pressure experienced by a person conflicts with their self-perception, a person-role conflict arises.
Inter-role conflict:
If a person is confronted with the expectations of two different positions simultaneously, there gives rise to an inter-role conflict.
Inter-sender conflict:
Different expectations from different people.
Intra-sender conflict:
Different expectations from the same person, such as at different times.
Role Expectations and Identity:
Imitation, according to the theory of observational learning, is a fundamental requirement to then be able to take on social roles in adulthood.
Wiswede formulated
that, due to experience,
the more that a role's sanction balance is presented in a favorable light, the greater the willingness of an individual to become involved in that role.
Extrinsic Consequences:
Stimulated by playing the role.
Intrinsic consequences:
Arising from the role itself.
Wiswede Theory of Role Balance:
Aspects of the decision to take on a role, either voluntarily or forced. The probability of taking on a role can be determined.
Balance of social pressure to take on the role.
Ability to perform the role.
Discrepancy between the benefits and costs of the role.
Ambiguity
Potential for conflict
Degree to which the individual identifies with the role.
Previously held roles
Result of those rules
Result of alternative roles.
Role identification:
The role balance determines to what extent an individual commits to the role.
Role Distance:
Navigating between completely loosing himself in a role and not identifying with the role at all. It is the extent to which an individual maintains a degree of removal between their self and their role.