The functional view of leadership considers the types of communication behaviors that help a group work toward its goal (Morgeson, DeRue, & Karam, 2009). As Chapter 11 explains, in any group, some communication behaviors help get the job done (task roles), while others help build interpersonal bonds within the group (maintenance roles). In the functional view, all of these communication behaviors count as a form of leadership, because they are all helping the group function. For example, if you volunteer to put together the slide deck for a group presentation, you are providing useful task leadership. If another group member steps in to help resolve a conflict between two team members, he or she is bringing valuable maintenance leadership to the group.

The functional view sees leadership as a responsibility of each group member rather than a quality that’s inside a single person or position. Through shared leadership, groups draw on the different skills, experiences, and talents of each member to manage tasks and relationships. Accordingly, group success depends on all members—not just the designated leader.

As you read the rest of this chapter, you will learn communication skills that build leadership capacity. So whether you are the appointed (or elected) leader of a group or simply a member, improving your communication competence in these areas will contribute to effective group leadership.