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

3. 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.

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

5. 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.

6. Developmental Stages Of Groups
Forming
Storming
Norming
Performing

7. 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.

8. 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.

9. 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.

10. 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.

11. 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.

12. 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.

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

14. 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