Chapter 3: Group Work: Elements of Effective Leadership Introduction to Group Work, 5th Edition Edited by David Capuzzi, Douglas R. Gross, and Mark D. Stauffer

Group Leader Power Expert power: Expertise and knowledge attributed to the leader Referent power: The extent to which group members identify with and feel close to the group leader Legitimate power: The power attributed to the leader by group members because the leader is the facilitator Reward power: The extent to which group members feel the leader can reward them

Group Leader Power Coercive power: The extent to which the group leader is seen as having the ability to move the group in a certain direction or even “punish” group members Informational power: The amount of information the group leader has about the members of the group or resources that will be useful to the group Connection power: The number of close relationships the leader has developed with professionals outside the group

Leadership Styles Kurt Lewin’s three classics Authoritarian: Assumes a position of “expert” and directs the movement of the group Democratic: Stresses the responsibility of each participant to create a meaningful experience Laissez-Faire: Does not provide structure or direction to the group

Leadership Styles Leader-Directed Group-Directed Leader is the center of focus Leader’s agenda is followed Group-Directed Group establishes agenda More freedom of choice for discussion

Leadership Styles Interpersonal Emphasizes understanding and processing interactions among members Focuses on relationships Focuses on what is occurring in the here and now Intrapersonal Focuses on individual reactions of group members Focuses on conflicts, concerns, dynamics within individual members Focuses more on the past Facilitates insight and resolution of internal conflicts Charismatic Group may admire this type of leader Leader derives power from personal traits Group members may become devoted to and/or dependent upon leader.

Importance of Leadership Styles Stogdill (1974) on person-centered styles of leadership Are related to group productivity Provide for member involvement Are related to group cohesiveness Are related to high levels of member satisfaction Johnson and Johnson’s (2006) note: Initiating structure: single aspect that contributes positively to group productivity, cohesiveness, satisfaction Qualities of the most effective group leaders Show concern for the well-being and disclosures of members Structure member role responsibilities

Developing Your Own Leadership Style Considerations Theoretical base used by the facilitator Core knowledge and skill competencies Personal qualities of the leader Personality traits

Pre-Group Screening Leaders must provide prospective members with information about: Participation Expectations Goals Payment methods Fee schedules Termination Referral procedures Client rights, etc. Disclosure statement

Organizing for Groups Considerations Other aspects of organization Publicizing the group The physical setting Length and frequency of meetings Size of the group Other aspects of organization Written weekly summaries Ground rules Videos of sessions

Members’ Roles Facilitative: Serve to keep the group on task and clarify aspects of communication Vitalizing and maintenance: Help develop social–emotional bonds among members Anti-group: These often inhibit a group’s progress

Facilitating the Group Stages Definitive stage skills Active listening Supporting Empathizing Goal setting Facilitating Protecting Modeling

Facilitating the Group Stages Personal involvement stage skills Clarifying Questioning Interpreting Reflecting feelings Confronting Initiating Providing feedback Self-disclosing Blocking

Facilitating the Group Stages Group involvement stage skills Linking Providing group identity Suggesting direction Sharing leadership Participating in the group Reinforcing cooperation

Facilitating the Group Stages Enhancement and closure stage skills Evaluating Resolving issues Reviewing progress Identifying strengths and weaknesses Terminating Referring

Difficult Members Typical behaviors Speaks for everyone Is afraid others are fragile Speaks for another member Blames others for problems Behaves in an “entitled” manner Suggests “I’ve always been this way” Remains silent Cross talks Identifies as a scapegoat Intellectualizes Challenges the leader’s authority Side tracks with humor Won’t change behavior outside the group Focuses on persons, conditions, or events outside of the group Shows discrepant behavior Rambles or cries Seeks approval