Lecture Leadership: Enhancing the lessons of experience (4/e) – Chapter 10

Chapter 10 - Groups and teams. The group perspective showed that followers'' behaviors can be the result of factors somewhat independent of the individual characteristics of followers. Group factors that can affect followers'' behaviors include group size, stages of group development, roles, norms, and cohesion. Leadership practitioners should use these concepts to better understand followers'' behaviors.

10­1 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved C   HAPTER T EN 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 • Peopletendtobemorepsychologically investedwithgroupstowhichtheybelong Certainpsychologicalneedsarebetter satisfiedbygroups. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10ư3 SixBasicConceptsFor UnderstandingGroupPerspective • • • • • • Group size Stages of group development Roles Norms Communication Cohesion McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10ư4 ImplicationsOfGroupSize Leaderemergenceispartiallya functionofgroupsize 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.  McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 10­5 Developmental Stages Of Groups Forming McGraw­Hill/Irwin Storming Norming Performing © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 10­6 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 McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10ư7 TaskRolesInGroups,continued 10ư8 Summarizing:reviewingandintegratingothers points,checkingforcommonunderstandingand readinessforaction. • Evaluating: assessing validity of assumptions,  quality of information, reasonableness of  recommendations.  • Guiding: keeping group on track McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 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  thatnoindividualdominates. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10ư9 WhyGroupCohesionDoesNot AlwaysLeadToHigherPerformance Ahighlycohesivebutunskilledteamis stillanunskilledteam Acohesivegroupmaydevelopgoals thatarecontrarytothelarger organizationsgoals. Overbounding:groupscan becomesocohesivethatthey erectfencesandboundaries betweenthemselvesandothers McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10ư10 Why Group Cohesion Does Not Always Lead To  10­11 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  believeitwillpleasetheirleaders. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved DifferencesBetweenGroupsand Teams Teammembersusuallyhavea strongersenseofidentificationamong themselvesthangroupmembersdo. Teamshavecommongoalsortasks Taskinterdependencetypicallyis greaterwithteamsthanwithgroups. McGrawưHill/Irwin â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10ư12 OrganizationalShells Environment Environment Industry TAS K Organization Group  formation N M R O S Team at work AU OB U N D YRA McGraw­Hill/Irwin TH OR IT Y © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved 10­13 Ginnett’s Team Effectiveness  10­14 Leadership Model  Team Leadership Design Industry Organizational Inputs maer D Team Design T­1 Task T­2 Composition T­3 Norms T­4 Authority I­1 Interests/Motivation I­2 Skills/Abilities I­3 Values/Attitudes P­1 Effort P­2 Knowledge & Skills P­3 Strategy P­4 Group Dynamics Feedback Individual Inputs Process Criteria Feedback                                  Feedback 0­4 Control System Feedback on team effectiveness Feedback 0­1 Reward Systems 0­2 Education Systems 0­3 Information Systems Development Environment Team Effectiveness Outcome acceptable to  stakeholders Future capability of team Individual satisfaction Material Resources Self­efficacy                     Feedback I­4 Interpersonal Behavior McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved  ... â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10 5 DevelopmentalStagesOfGroups Forming McGrawưHill/Irwin Storming Norming Performing â2002TheMcGrawưHillCompanies,Inc.,AllRightsReserved 10 6... 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 McGraw­Hill/Irwin © 2002 The McGraw­Hill Companies, Inc., All Rights Reserved... HAPTER T EN 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.