Groups,Teams, and Their Leadership CHAPTER TEN Groups,Teams, and Their Leadership

Differences Between Organizations and Groups An organization can be so large that most members do not know most of the other people within it. Groups are small and immediate enough to impact both feelings and self image. People tend to be more psychologically invested with groups to which they belong. Certain psychological needs are better satisfied by groups.

Six Basic Concepts For Understanding Group Perspective Group size Stages of group development Roles Norms Communication Cohesion

Implications Of Group Size Leader emergence is partially a function of group size. As groups become larger, cliques are more likely to form, and many intergroup conflicts are the result of cliques. Group size can affect a leader’s behavioral style. Group size affects group effectiveness.

Developmental Stages Of Groups Forming Storming Norming Performing

Task Roles In Groups Initiating: defining the problem, suggesting activities, assigning tasks. Information seeking: asking questions, seeking relevant data or views. Information sharing: providing data, offering opinions.

Task Roles In Groups, continued Summarizing: reviewing and integrating others’ points, checking for common understanding and readiness for action. Evaluating: assessing validity of assumptions, quality of information, reasonableness of recommendations. Guiding: keeping group on track.

Relationship Roles In Groups Harmonizing: resolving interpersonal conflicts, reducing tension. Encouraging: supporting and praising others, showing appreciation for other's contributions, being warm and friendly. Gatekeeping: assuring even participation by all group members, making sure that everyone has a chance to be heard and that no individual dominates.

Why Group Cohesion Does Not Always Lead To Higher Performance A highly cohesive but unskilled team is still an unskilled team. A cohesive group may develop goals that are contrary to the larger organization’s goals. Overbounding: groups can become so cohesive that they erect fences and boundaries between themselves and others.

Why Group Cohesion Does Not Always Lead To Higher Performance, continued Group think: highly cohesive groups often become more concerned with unanimity than in objective appraisals. Ollieism: overzealous group members may perform illegal actions because they believe it will please their leaders.

Differences Between Groups and Teams Team members usually have a stronger sense of identification among themselves than group members do. Teams have common goals or tasks. Task interdependence typically is greater with teams than with groups.

Organizational Shells TASK Environment Environment Industry Organization NORMS Group formation BOUNDARY Team at work AUTHORITY

Ginnett’s Team Effectiveness Leadership Model Team Leadership Development Design Environment Industry 0-1 Reward Systems 0-2 Education Systems 0-3 Information Systems Organizational Inputs 0-4 Control System Feedback on team effectiveness Feedback Feedback Dream Feedback T-1 Task T-2 Composition T-3 Norms Team Design T-4 Authority Process Criteria Team Effectiveness Outcome acceptable to stakeholders Future capability of team Individual satisfaction P-1 Effort P-2 Knowledge & Skills P-3 Strategy P-4 Group Dynamics Feedback I-1 Interests/Motivation I-2 Skills/Abilities I-3 Values/Attitudes Individual Inputs I-4 Interpersonal Behavior Material Resources Self-efficacy Feedback