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

10­1

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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.
• People tend to be more psychologically 
invested with groups to which they belong.
• Certain psychological needs are better 

satisfied by groups. 
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10­3


Six Basic Concepts For 
Understanding Group Perspective
•
•
•
•
•
•

Group size
Stages of group development
Roles
Norms
Communication
Cohesion

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10­4

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. 
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10­5


Developmental Stages Of Groups

Forming

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Storming

Norming

Performing

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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.

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10­7


Task Roles In Groups, continued

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• 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.

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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. 
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10­9


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.
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10­10


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 
believe it will please their leaders. 

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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. 

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10­12


Organizational Shells
Environment

Environment
Industry

TAS
K

Organization
Group 
formation

N

M
R

O

S

Team

at work

AU

OB
U
N
D
YRA
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TH
OR
IT Y

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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
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