1. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-1 Chapter 13 Groups, Teams, and Their Leadership

2. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-2 Chapter Goals  The goal of this chapter is to explore the differences between group and individual phenomena and then move from group work to team work and how that can be most effective.

3. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-3 Defining Groups  A group can be defined as “two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.”

4. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-4 Three Key Points For the “Group” Definition  The definition incorporates the concept of reciprocal influence between leaders and followers, an idea considerably different from the one-way nature of influence implicit in the dictionary’s definition of followers.  Group members interact and influence each other.  The definition does not constrain individuals to only one group.

5. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-5 The Impact of Group Size  The greater number of people in a large versus a small group will affect the probability that any individual is likely to emerge as leader.  As groups become larger, cliques are more likely to develop.  Leaders with a large span of control tend to be more directive, spend less time with individual subordinates, and use more-impersonal approaches when influencing others.

6. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-6 Developmental Stages of Groups  Forming Stage  Storming Stage  Norming Stage  Performing Stage

7. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-7 Task Roles in Groups  Initiating  Information Seeking  Information Sharing  Summarizing  Evaluating  Guiding

8. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-8 Relationship Roles in Groups  Harmonizing  Encouraging  Gatekeeping

9. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-9 Dysfunctional Roles in Groups  Dominating  Blocking  Attacking  Distracting

10. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-10 Symptoms of Groupthink  Illusion of invulnerability  Unquestioned assumption of the group’s morality  Collective rationalization

11. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-11 Symptoms of Groupthink  Self-censorship  Illusion of unanimity  Direct pressure on dissenting members  Mindguards Cont.

12. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-12 Differentiating 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. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-13 Characteristics of Effective Teams  A clear mission and high performance standards  Leaders of effective teams spent a considerable amount of time assessing the technical skills of the team members.  After taking stock of available resources and skills, good leaders would work to secure those resources and equipment necessary for team effectiveness.

14. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-14 Characteristics of Effective Teams  Leaders of effective teams would spend a considerable amount of time planning and organizing in order to make optimal use of available resources, to select new members with needed technical skills, or to improve needed technical skills of existing members.  High levels of communication  Minimize interpersonal conflicts Cont.

15. Irwin/McGraw-Hill The McGraw-Hill Companies, Inc. © 1999 Slide 13-15 Three Critical Functions for Team Leadership  Direction  Design  Development