Leading Group Meetings: Supervisors' Actions, Employee Behaviors, and Upward Perceptions (original) (raw)

Leadership in Small Groups and Teams: Toward a Theory of Group Leadership

Research on Managing Groups and Teams, 2012

This paper traces the evolution of Group development Theory beginning with the seminal work of Tuckman and thereafter. It gives an understanding how groups are formed and what stages of development they go through to accomplish their goals. It also gives an understanding of Gersick's punctuated equilibrium, that significantly impacts the pace at which groups' work, towards accomplishing their task. The paper also distinguishes between groups and teams. It gives an understanding of the theoretical development of group work process focussing on natural groups. The paper would kindle interest for empirical study of group development in natural groups in corporate environment

Leading groups: Leadership as a group process

Group Processes & Intergroup Relations, 2013

Although leadership is fundamentally a social psychological (and group) phenomenon, interest in the social psychology of leadership has waxed and waned over the years. The present article briefly reviews this chequered history and then discusses recent theoretical and empirical developments that extend the study of social cognition and social identity to the domain of leadership. In addition, we consider how the eight empirical articles that constitute this Special Issue relate to, and further, the study of leadership as a group process, and conclude by identifying fertile areas for future research.

Leadership and regressive group processes: A pilot study

The International Journal of Psychoanalysis, 2008

Various perspectives on leadership within the psychoanalytic, organizational and sociobiological literature are reviewed, with particular attention to research studies in these areas. Hypotheses are offered about what makes an effective leader: her ability to structure tasks well in order to avoid destructive regressions, to make constructive use of the omnipresent regressive energies in group life, and to redirect regressions when they occur. Systematic qualitative observations of three videotaped sessions each from N = 18 medical staff work groups at an urban medical center are discussed, as is the utility of a scale, the Leadership and Group Regressions Scale (LGRS), that attempts to operationalize the hypotheses. Analyzing the tapes qualitatively, it was noteworthy that at times (in N = 6 groups), the nominal leader of the group did not prove to be the actual, working leader. Quantitatively, a significant correlation was seen between leaders' LGRS scores and the group's satisfactory completion of their quantitative goals (p = 0.007) and ability to sustain the goals (p = 0.04), when the score of the person who met criteria for group leadership was used.

Small Group Research Organizational Success Meetings Matter: Effects of Team Meetings on Team and

This study follows the idea that the key to understanding team meeting effectiveness lies in uncovering the microlevel interaction processes throughout the meeting. Ninety-two regular team meetings were videotaped. Interaction data were coded and evaluated with the act4teams coding scheme and INTERACT software. Team and organizational success variables were gathered via questionnaires and telephone interviews. The results support the central function of interaction processes as posited in the traditional input-process-output model. Teams that showed more functional interaction, such as problem-solving interaction and action planning, were significantly more satisfied with their meetings. Better meetings were associated with higher team productivity. Moreover, constructive meeting interaction processes were related to organizational success 2.5 years after the meeting. Dysfunctional communication, such as criticizing others or complaining, showed significant negative relationships with these outcomes. These negative effects were even more pronounced than the positive effects of functional team meeting interaction. The results suggest that team meeting processes shape both team and organizational outcomes. The critical meeting behaviors identified here provide hints for group researchers and practitioners alike who aim to improve meeting success.

HOW LEADERSHIP STYLE MAY AFFECT GROUP DYNAMICS

Tshidi M Wyllie, 2020

To function effectively Organisations need leaders as opposed to bosses; there is a difference between a leader and a boss as depicted in the video on the link below. To provide quality products and services organizations need employees, and for a well-coordinated strategic performance and effective achievement of organizational goals and objectives employees have to be guided, mentored and motivated to deliver. Therefore, to have effective service delivery there is need for effective organizational leaders with appropriate transformational and performance enabling leadership styles and skills that could positively impact human resources and employee group dynamics. It is on this premise that this paper briefly explores the implications of leadership on group dynamics and employee performance.

Leadership in Small Groups

Small group behavior, 1975

By utilizing reinforcing and punishing light cues the verbal output and leadership status of Target Ss in a four-person group was manipulated. There were three conditions: Control (no light cues used) ; Agree, where Non-Target Ss were reinforced for agreeing with the Target, and punished for all other verbalizations; and Dir.agree, where. Non-Target Ss were reinforced f,or disagreeing with the Target and punished for all other verbalizations. From social exchange theory it was predicted that both experimental groups would show significant increases on the dependent measures over trials and in comparison with a control group, but the Disagree group would not show the same effect on the leadership rankings. In general, the results supported the notion that one leadership function is the maximization of the rewards/costs ratio, and the group will rank members in the order of their ability to fulfill this function.