Chapter 10- Groups, Teams, and Their

LeadershipNVSC 210-502

LtCol J. D. Fleming21 October 2014

Groups are essential if leaders are to impact anything beyond their own behavior.

Group perspective looks at how different group characteristics can affect relationships both with the leader and among the followers.

Introduction

Four ways to distinguish teams from groups◦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.◦Team members often have more differentiated and specialized roles than group members.

Teams can be considered as highly specialized groups.

Individuals vs Groups vs Teams (438)

Group: Two or more persons interacting with one another in a manner that each person influences and is influenced by each other person.◦Leaders and followers influence each

other freely◦People may belong to many different

groups where they have different roles◦Groups are not the same as

Organizations

The Nature of Groups (440-442)

Group SizeDevelopmental Stages of GroupsGroup RolesGroup Cohesion

Communication permeates all group concepts

Group Concepts

Leader emergence is partly a function of group size.

As groups become larger, cliques are more likely to develop.

Group size (leader’s Span of Control) can affect a leader’s behavioral style.

Group size affects, but does not solely determine, group effectiveness

Group Size (441)

Additive task: A task where the group’s output simply involves the combination of individual outputs.

Process losses: Inefficiencies created by more and more people working together.

Social loafing: Phenomenon of reduced effort by people when they are not individually accountable for their work.

Social facilitation: People increasing their level of work due to the presence of others

Group Size (cont) (442)

Stages of groups development:◦ Forming (information gathering)◦ Storming (conflict, heightened emotions)◦ Norming (leader emergence, group cohesion developed)◦ Performing (independent roles focused on group task)

These stages are important because:◦ People are in many more “leaderless” groups than they

may realize.◦ Leaders should understand the stages of group

development for the potential relationships between leadership behaviors and group cohesiveness and productivity.

Forming, Storming, Norming, Performing Example

Developmental Stages of Groups (442-444)

Group roles: Sets of expected behaviors associated with particular jobs or positions.

Group Roles (444-446, Highlight 10.3 & 10.4)

Task Role (getting the job done)

•Initiating•Information Seeking•Information Sharing•Summarizing•Evaluating•Guiding

Relationship Role(Supporting group relationships)

•Harmonizing•Encouraging•Gatekeeping

Dysfunctional Roles(Impede group performance)

•Dominating•Blocking•Attacking•Distracting

Norms: Informal rules groups adopt to regulate and regularize group members’ behavior.

Norms are more likely to be seen as important and apt to be enforced if they:◦ Facilitate group survival.◦ Simplify, or make more predictable, what behavior is

expected of group members.◦ Help the group to avoid embarrassing interpersonal

problems.◦ Express the central values of the group and clarify

what is distinctive about the group’s identity.

Group Norms (447-449)

Group cohesion: “The glue that keeps a group together” and is the sum of the forces that attract members to a group, provides resistance to leaving it, and motivates them to be active in it.

Highly cohesive groups interact with and influence each other more than do less cohesive groups.◦ Greater cohesiveness does not always lead to higher

performance.◦ Highly cohesive groups may have lower absenteeism

and lower turnover.◦ Highly cohesive groups may sometimes develop goals

contrary to the larger organization’s goals.

Group Cohesion (450-452)

Overbounding: Tendency of highly cohesive groups to erect fences or boundaries between themselves and others.

Groupthink: People in highly cohesive groups often become more concerned with striving for unanimity than in objectively appraising different courses of action.

Ollieism (variation of groupthink): Occurs when illegal actions are taken by overly zealous and loyal subordinates who believe that what they are doing will please their leaders.◦ The illegal actions occur without consent from the group

leader

Group Cohesion (cont) (450-452)

Key characteristics for effective team performance:◦ Clear mission ◦ High performance standards◦ Take stock of equipment, training facilities and

opportunities, and outside resources to help team◦ Assess the technical skills of team members◦ Secure those resources and equipment necessary

for team effectiveness◦ Planning and organizing◦ High levels of communication◦ Minimize interpersonal conflicts

Effective Team Characteristics and Team Building (453-455)

Four variables that need to be in place for a team to work effectively:◦Task structure (Clear, meaningful,

results)◦Group boundaries (appropriate number,

skills, maturity)◦Norms (imported, reinforced, developed)◦Authority (flexible plan, competent and

empowered leader)

Effective Team Characteristics and Team Building (455-456)

Think of a group that you are in now, (NROTC, Corps of Cadets, outfit, etc) what norms are a part of the group?

Think of the Armed Forces of the United States. Is it a team or a group? Why?

Is a team successful only if it achieves its goal? If the Fish Drill Team goes to compete at an event and does not win, was it a failure?

http://www.youtube.com/watch?v=oAX9b7agT9o

Discussion Questions

Counseling ◦Read BUPERS 1610.10C (pp. 18-1 – 18-7)

posted on web site

Keep working on group projects

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Questions?