Management: A Focus on Leaders Chapter 10
A leader who seeks input and then either makes a decision or engages the group in collective decision making
A leader who remains at a distance from the decision-making process, allowing the group to make decisions without leadership intervention.
Model of Group Development
Forming, storming, norming, performing and adjourning
First stage of group development during which members start to get to know one another, are polite and friendly, avoid conflict, and seek common ground.
The second stage of group development, which is characterized by disagreements about how to work together, bids for power, and conflict for leaders.
The third stage of group development, when the group agrees common “rules” of behavior for members (group norms) who does what (group roles), and how best to work together.
Informal but powerful standards that guide group members’ behavior.
Shared expectations among members about who does what.
Fourth stage, during which the group channels energy into tasks rather than into building relationships, resolving conflicts, or deciding how to work together.
The fifth stage of group development during which the group finishes its tasks and decides or is forced to dissolve membership.
Integrated model of group development
A model of group development that shows how groups progress through four stages as members gain experience communicating and working together; a fifth stage, termination, can also be included in this model.
Attitudes and behaviors related to resisting leadership or direction from others.
A system in which people are granted power, responsibilities, and roles because of superior intellect, talent, and competencies.
The relative standing or prestige you have compared with others in groups to which you belong.
Self-directed work teams
Teams in which there is no formally designated leader and members organize their own activities.
A team that performs beyond “all reasonable expectations,” as compared with other teams in similar situations.
A collective pattern of defensive avoidance that leads people in a group to adopt a singular view even when there is evidence to the contrary.
Involves allowing or encouraging differences of opinions among team members in order to yield better group outcomes.
Involves aggression, personal attacks, or ways of expressing differences that undermine group success.
A leader who tends to make decisions without input from others.