1. 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

2. 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

3. 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

4. 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

5. 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

6. 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.

7. 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

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

9. 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

10. 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

11. 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

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

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

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

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

16. 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