Chapter 13
Slide 13-1
Groups, Teams, and Their
Leadership
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The McGraw-Hill Companies, Inc. © 1999
Chapter Goals
Slide 13-2
 The goal of this chapter is to explore
the differences between group and
individual phenomena and then move
from group work to team work and
how that can be most effective.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Defining Groups
Slide 13-3
 A group can be defined as “two or
more persons who are interacting with
one another in such a manner that each
person influences and is influenced by
each other person.”
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Three Key Points For the
“Group” Definition
Slide 13-4
 The definition incorporates the concept of reciprocal
influence between leaders and followers, an idea
considerably different from the one-way nature of
influence implicit in the dictionary’s definition of
followers.
 Group members interact and influence each other.
 The definition does not constrain individuals to only
one group.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
The Impact of Group Size
Slide 13-5
 The greater number of people in a large versus a small
group will affect the probability that any individual is
likely to emerge as leader.
 As groups become larger, cliques are more likely to
develop.
 Leaders with a large span of control tend to be more
directive, spend less time with individual subordinates,
and use more-impersonal approaches when influencing
others.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Developmental Stages of
Groups
Slide 13-6
 Forming Stage
 Storming Stage
 Norming Stage
 Performing Stage
Irwin/McGraw-Hill
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Task Roles in Groups
Slide 13-7
 Initiating
 Information Seeking
 Information Sharing
 Summarizing
 Evaluating
 Guiding
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Relationship Roles in Groups
Slide 13-8
 Harmonizing
 Encouraging
 Gatekeeping
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Dysfunctional Roles in
Groups
Slide 13-9
 Dominating
 Blocking
 Attacking
 Distracting
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The McGraw-Hill Companies, Inc. © 1999
Symptoms of Groupthink
Slide 13-10
 Illusion of invulnerability
 Unquestioned assumption of the
group’s morality
 Collective rationalization
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Symptoms of Groupthink
Slide 13-11
Cont.
 Self-censorship
 Illusion of unanimity
 Direct pressure on dissenting members
 Mindguards
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Differentiating Between
Groups and Teams
Slide 13-12
 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.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Characteristics of Effective
Teams
Slide 13-13
 A clear mission and high performance standards
 Leaders of effective teams spent a considerable
amount of time assessing the technical skills of
the team members.
 After taking stock of available resources and
skills, good leaders would work to secure those
resources and equipment necessary for team
effectiveness.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Characteristics of Effective
Teams
Slide 13-14
Cont.
 Leaders of effective teams would spend a
considerable amount of time planning and
organizing in order to make optimal use of
available resources, to select new members with
needed technical skills, or to improve needed
technical skills of existing members.
 High levels of communication
 Minimize interpersonal conflicts
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999
Three Critical Functions for
Team Leadership
Slide 13-15
 Direction
 Design
 Development
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc. © 1999