Group leaders and effective group members Essay Example
Group leaders and effective group members Essay Example

Group leaders and effective group members Essay Example

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  • Pages: 10 (2624 words)
  • Published: October 13, 2017
  • Type: Analysis
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Introduction

This study explores the significance of both group leaders and effective group members, comparing their importance. Traditional and modern theories of leadership will be discussed, examining the qualities that make a good leader. The formation of group roles will also be explored based on personal experiences. The discussion concludes with a summary of personal opinions.

Comparison of the importance of effective group leaders and effective group members

If a group lacks competent and dedicated members, their chances of working effectively together are minimal. However, it is important to consider the role of a supportive manager or leader in achieving success. This topic has gained popularity for discussion and research as individuals question the necessity for leaders. In a fully functional team, each member contributes to overall success. Focusing solely on a leader would overlook t

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he immense significance of every other team member.Despite the importance of having a leader in a team, it can easily lose its direction and stray from its goals without one. According to Hayes (1997), an ineffective squad leader who displays indifference towards others or lacks charisma can greatly impact the group's success. Conversely, a dominating and dictatorial leader does not create a positive working atmosphere. It is crucial for individuals to feel that they can contribute to the group, fostering positive attitudes and benefiting from everyone's skills and achievements. A leader who creates this type of environment is more likely to contribute to the group's success, even if they occasionally step back and let others take on responsibilities. McGregor's well-known theories, Theory X and Theory Y, explain directors' beliefs and work patterns. According to Theory X, directors believe that people are inherently lazy,

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dislike work, and require close supervision for productivity. On the other hand, Theory Y states that directors believe people are self-motivated, enjoy their work, and are satisfied with their contributions. If their efforts are appreciated, they will willingly work hard without constant supervision. This aligns with the concept of self-fulfilling prophecies; however, the impact of these theories on people's work is often implicit and those implementing them may be unaware of their actions.When a manager perceives a specific task as pointless, they will unconsciously fail to support the team working on that task. The team will then perceive their leader's belief and put in minimal effort to complete the task. The manager's initial belief significantly affects the outcome, whether positive or negative. Self-fulfilling prophecies can drive success if a leader genuinely believes in the value and potential of a task, effectively motivating and guiding the team towards success.
McGregor's Theory X & Theory Y demonstrate how a leader's beliefs influence group outcomes, though categorizing individuals into these categories may oversimplify their complexities as people often possess traits from both or switch between them based on mood and circumstances.
Leadership studies have explored the effects of different leadership styles on groups. For example, Lewin, Lippit, and White conducted a study in 1939 with ten and eleven-year-olds where three adult leaders alternated between bossy, democratic, or laissez-faire styles. Under the bossy leader, groups became more dependent on him/her and displayed selfish behavior towards peers. However, democratic leadership led to proactive, friendly, and responsible behavior from children. Even without their leader present, the team continued to work diligently with heightened interest and dedication towards excellence in their work.The study conducted

by Lewin, Lippit, and White found that aggressive acts were more common under bossy and individualistic leaders compared to a democratic leader. Interestingly, out of 20 members, 19 preferred the democratic leader while 7 out of 10 favored the individualistic leader. However, there are concerns about the validity of their experiments that may compromise these findings. The male children involved in the research were already familiar with democracy due to their middle-class parents' practices, suggesting that their preference for democratic leadership may be influenced by familiarity rather than specific qualities inherent to this style. Including male children from autocratic backgrounds might have yielded less significant results. Nonetheless, a more democratic style of leadership is generally embraced in today's society, indicating the ongoing relevance of Lewin's discoveries. It should be noted that although the sample used in this study was not representative of its era typically, it accurately portrays our current culture.The Lewin, Lippit, and White study emphasizes the significant impact a leader can have on a team both positively and negatively, without arguing for their necessity. Empowerment, according to www.empowermentillustrated.com, involves sharing information, training, and allowing employees to manage their jobs for optimal results. If successfully implemented in an organization, this approach may raise questions about the need for leaders. Squad members should possess decision-making and self-management skills to effectively carry out their work. Collaboration has the potential to achieve success without relying on a leader's instructions. Meindl and Ehrlich (1987) argue that leadership is excessively romanticized in organizational studies as it overlooks other contributing factors such as groups working under these leaders. They point out the bias towards charismatic leadership allure which overestimates its

importance. Despite facing criticism, it cannot be denied that leaders significantly impact individuals' work and can transform struggling groups into efficient ones. However, once individuals have learned effective work methods resulting in desired outcomes, a leader may no longer be necessary to maintain efficiency. Considering these arguments about leadership necessity leaves me unable to definitively take a stance on the matter.Some groups may operate more effectively without a leader, relying on their own initiative, while others may struggle without guidance and accountability. I agree that initially, teams may benefit from having a leader to provide organization and motivation. However, over time and as the group achieves success, some may view the leader's role as unnecessary. In my opinion, both the leader and team members have equally important roles in achieving success, although this effectiveness can vary depending on the situation.

According to literature sources, an effective leader plays a crucial role in keeping the team's purpose, goals, and approach relevant and meaningful. They also foster commitment and confidence among team members while promoting diversity of skills within the team. Additionally, they manage relationships with external parties and remove obstacles that hinder progress.

The text suggests creating opportunities for squad members and valuing their existing work. While the author partially agrees with these six proposed rules for leaders, they believe that if followed diligently, the squad would excel in their work. The author acknowledges that focused, motivated, and skilled squad members will achieve excellent outcomes. However, they recognize that consistently adhering to these rules would be challenging for a leader.

During their 12 months at the Highways Agency, the author's team leader demonstrated some of these rules but not

consistently.
The author argues that in order for all six rules to be fully utilized, it is important for the organization to support and assist leaders in adopting this leadership approach. The author acknowledges that their squad leader should not have been expected to perform the same tasks as the team due to other responsibilities taking up most of her time. If the organization were to implement this approach, certain changes would need to be made and collaboration with team leaders would be necessary in order to convince them of its value. While Katzenbach and Smith's principles are ideal in theory, they may not be practical for the Highways Agency. However, the author commends their team leader for doing an excellent job guiding and motivating their well-functioning team. It might be possible to incorporate some of these principles into how team leaders work; however, implementing all six may not yield effective results. During the research phase at the Highways Agency, informal interviews were conducted using free-flowing conversation and unstructured questions, allowing interviewees to freely express their thoughts. When asked about traits of a good leader, most interviewees mentioned behaviors closely aligned with Katzenbach & Smith's six principles.When asked about the number of leaders who incorporated these behaviors into their leadership style, most interviewees reported very few or none. Smith emphasizes the importance of not overlooking poor performance, stating that it is crucial for maintaining team standards and goals. I agree with this statement because neglecting poor performance can result in decreased productivity and a lack of accountability within the team. However, I believe it is important to address poor performance in a constructive and supportive manner.

Instead of simply pointing out shortcomings, a good team leader should provide guidance and resources to help individuals improve. This approach promotes a culture of continuous growth and development within the team.

Smith suggests that squad leaders should acknowledge when goals have not been met and actively seek solutions to address the issue instead of hiding underperformance. In many organizations, problems are often ignored rather than addressed since failures are typically punished. By taking responsibility for both successes and failures of the team, leaders can strengthen teamwork and commitment within the squad. This strategy advocates for creating an environment that focuses on solving problems instead of avoiding them.

Personally, I share Katzenbach & Smith's viewpoint on this matter.
During my time at the Highways Agency, our team faced challenges in achieving desired outcomes. These obstacles stemmed from both internal errors and external factors beyond our control. However, we were always encouraged to analyze these failures and find ways to prevent them in the future. This approach proved beneficial as it strengthened our determination and improved our teamwork dynamics.

In contrast, it appeared that other teams within the Highways Agency did not follow this trend. In interviews I conducted, more than half of the participants stated that discussing underperformance was uncomfortable within their teams. It seemed as though underperformance was disregarded and ignored, with no acknowledgement or discussion about it. These teams simply moved on to the next task without addressing their failures. Failure discussions were discouraged in these teams, which indicated that my team was in the minority when it came to learning from experiences and utilizing them for overall success.

These principles also create an atmosphere of honesty among

group members. Hayes (1997) suggests that a team leader plays a crucial role in fostering unity by allowing everyone's contribution, ensuring necessary skills are present within the team, and actively participating in the work. By implementing these principles effectively, a team leader can help their team meet goals and keep members motivated without distractions.Bales & Slater (1955, cited in Hayes, 1993) discovered that individuals contributing to group relations prioritize either task-focused or relationship-focused approaches. In 1970, Bales introduced two leader types: task-oriented specialists and relationship-focused specialists (Hayes, 1993). While some leaders excel in both functions, usually two individuals assume each role. Bales' classifications offer a useful framework for understanding leadership styles; however, it is important to note that some individuals exhibit a blend of qualities. Bales also proposed one person could take on both roles.

Implementing Bales' idea of having two leaders—one focusing on task management and the other on fostering social cohesion—when forming a new group and assigning tasks would be beneficial. This approach ensures the group remains focused on objectives (task specialist) while maintaining motivation and harmony within the group (relationship specialist). Nowadays, there are often significant differences in how members behave within a group.

The formal structure of a group is defined by its functions which can vary greatly across different groups. A function is understood as "a set of expectations specifying appropriate behavior" towards others (Johnson & Johnson, 1994, Pg 18). Functions are typically assigned formally through processes like voting for a leader.However, individuals may also assume specific functions based on their interests and abilities. Once a member has chosen a function, other group members expect them to adhere to the responsibilities and

behavior associated with that function. Function differentiation is crucial in shaping both the workgroup's structure and relationships among its members. To foster development within the group, each member must assume distinct functions as some form of structure is necessary for successful teamwork and cooperation (Mullins, 1996, Pg 198). Situational factors such as task demands, leadership style, and communication dynamics influence the functions of a group. Personal factors like values, attitudes, motivation, and personality also play a role. Previous experience helps determine individual roles within the group. It is possible for one person to take on multiple roles in the group but conflicts may arise if these roles contradict each other. Despite any complications, everyone in the group is expected to behave in a certain way and meet their role expectations.

Another concept that explains group functions is benign projection (Wetherell, 1997,Pg 85). Members often struggle with taking responsibility for certain emotions like anxiety or anger; instead unconsciously assigning someone else from the group to hold these emotions for them or for the entire group.The text examines the concept of benign projection in group dynamics, where members compare their own experiences and reality to the feelings being projected onto others. If the assumptions about the person being projected onto do not align with their actual reality, the group takes responsibility for removing the projection. However, if they fail to test this assumption, it can result in harmful projection that causes individuals to lose their sense of self and adopt behaviors mirroring those projected qualities. This depletion of qualities within oneself occurs when someone projects their own attributes onto others.

Wetherell (1997) provides an example illustrating how a group

member displaying anxiety leads others to project their own anxiety instead of expressing it openly. The individual receiving these projections may receive significant concern from the rest of the group. As this anxiety is projected, the person becomes increasingly agitated while others become calmer. In some cases, if the overwhelming nature of these projections persists, they might have to leave the group.

Overall, this passage discusses how anxiety within a group dynamic can result in projecting feelings onto specific individuals. Depending on whether or not reality testing occurs, this projection can lead to effective leadership or an inadequate leader. Having a leader offers protection and comfort for everyone in the group. The formation of roles within a group varies based on factors such as size, task, and duration of the project.The concept of benign projection explains the specific roles of certain individuals in a group. The author's opinion has evolved since starting this report, but they do not have one definitive answer to their initial question. Initially, they believed that groups could succeed without a leader if they had enough members and resources. However, further research has changed their perspective. They now believe that both effective group members and a good leader are crucial for success. While there may be cases where a group can thrive without a leader, it is generally important to have someone in charge. The author does not assert that a leader is necessary throughout a team's entire duration, as the required level of involvement will vary. Nevertheless, they consider having a leader crucial for facilitating team collaboration and understanding strengths and weaknesses.

Bibliography

- Argyle M, The Psychology of Interpersonal Behaviour, 5th Edition,

1994, Penguin Group
- Buchanan D & Huczynski A, Organisational Behaviour, 5th Edition, 2004, Prentice Hall
- Hayes N, Principles of Social Psychology, 1993, Lawrence Erlbaum Associates Publishers
- Hayes N, Successful Team Management, 1997,Thomson Business Press
- Johnson D & Johnson F , Joining Together: Group Theory and Group Skills , 5th Edition , 1994 , Allyn & Bacon
- Katzenbach J & Smith R , The Wisdom of Teams: Making the High-performance Organization , 1993 , Harvard Business School Press
- Mullins L , Management & Organisational Behaviour , 4th Edition , 1996,Pitman Printing
- Wetherell M Identities Groups

Diaries

Wilke H Meertens R Group Performance .Routledge (1994)

Internet

1.hypertext transfer protocol://www.belbin.com/
2.hypertext transfer protocol://changingminds.org
3.www.empowermentillustrated.com
4.hypertext transfer protocol://www.sharedlearning.org.uk

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