Matakuliah
Tahun
: L0244 – Psikologi Kepemimpinan
: 2010
Groups, Teams, and Their Leadership
Pertemuan 19 & 20
Introduction
• Groups and teams are different than solely the skills,
abilities, values, and motives of those who comprise
them.
• 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.
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Individuals Versus Groups Versus Teams
• Team members usually have a stronger sense of
identification among themselves than group members
do.
• Teams have common goals or tasks.
• Task independence 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.
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The Nature of Groups
• Group: Two or more persons interacting with one
another in a manner that each person influences and is
influenced by each other person.
– This definition incorporates the concept of reciprocal
influence between leaders and followers.
– Group members interact and influence each other.
– The definition does not constrain individuals to only one
group.
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Group Size
• Leader emergence is partly a function of group size.
• As groups become larger, cliques are more likely to
develop.
• Group size can affect a leader’s behavioral style.
• Span of control
• Group size affects group effectiveness.
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Group Size (continued)
• 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.
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Developmental Stages of Groups
• Stages of groups development:
–
–
–
–
Forming
Storming
Norming
Performing
• These stages are important because:
– People are in many more leaderless groups than they may
realize.
– The potential relationships between leadership behaviors and
group cohesiveness and productivity.
• Punctuated equilibrium: Related to project teams.
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Group Roles
• Group roles: Sets of expected behaviors associated with particular jobs or
positions.
– Task role
– Relationship role
• Types of role problems:
– Dysfunctional roles
– Role conflict
– Intrasender role conflict
– Intersender role conflict
– Interrole conflict
– Person-role conflict
– Role ambiguity
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Group Norms
• 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.
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Group Cohesion
• Group cohesion: The glue that keeps a group together.
• 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.
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Group Cohesion (continued)
• Overbounding: Tendency of highly cohesive groups to erect
what amount to 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: When illegal actions are taken by overly zealous and
loyal subordinates who believe that what they are doing will
please their leaders.
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Effective Team Characteristics and Team
Building
• Key characteristics for effective team performance:
– Effective teams have a clear mission and high performance
standards.
– Leaders of effective teams spend a considerable amount of
time assessing the technical skills of the team members.
– Good leaders work to secure resources and equipment
necessary for team effectiveness.
– Effective leaders spend considerable time planning and
organizing in order to make optimal use of available resources.
– High levels of communication helped minimize interpersonal
conflicts.
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Effective Team Characteristics and
Team Building (continued)
• Four variables that need to be in place for a team to
work effectively:
–
–
–
–
Task structure
Group boundaries
Norms
Authority
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Organizational Shells
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Ginnett’s Team Effectiveness Leadership
Model
• Stages of the Team Effectiveness Leadership Model (TLM):
– Input
– Process
• Process measures
• Group dynamics
– Output
• This model is a mechanism to:
– Identify what a team needs to be effective,
– Point the leader either toward roadblocks or toward ways to make the
team even more effective than it already is.
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Systems Theory Applied to Teams
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Basic TLM Outputs: Outcomes of High
Performance Teams
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TLM Diagnosis Process: Diagnose
Using the Process Variables
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Leadership Prescriptions of the Model
• A team should be built like a house or automobile:
–
–
–
–
Start with a concept
Create a design
Engineer it to do what you want it to do
Manufacture it to meet those specifications
• The three critical functions for team leadership:
– Dream
– Design
– Development
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Three Functions of Leadership
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Diagnosis and Leverage Points
• Process block of the TLM:
– Individual factors
– Organizational level
– Team design
• Concluding thoughts about Ginnett’s Team
Effectiveness Leadership model:
– Leaders can influence team effectiveness by:
• Ensuring the team has a clear sense of purpose and performance
expectations.
• Designing or redesigning input stage variables at the individual,
organizational, and team design levels.
• Improving team performance through ongoing coaching.
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Team Leadership Model, Robert C. Ginnett, Ph.D.: The Four
Faces of the “Engine” of the Team Leadership Model
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Factors from the Normative Model of Group
Effectiveness and the Interactional Framework
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Virtual Teams (Geographically
Dispersed Teams – GDTs)
• Five major areas that need to change for global teams to
work:
– Senior management leadership
– Innovative use of communication technology
– Adoption of an organization design that enhances global
operations
– The ability to capture the strengths of diverse cultures,
languages, and people.
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Virtual Teams (Geographically
Dispersed Teams – GDTs)
• Conclusions that leaders of virtual teams need to bear in
mind:
– Distance between members is multidimensional.
– Impact of such distances on performance is not directly
proportional to objective measures of distance.
– Differences in the effects that distance seems to have is due at
least partially to two intervening variables:
• Integrating practices within a virtual team,
• Integrating practices between a virtual team and its larger
host organization.
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Summary
• Group perspective: Showed that followers’ behaviors can be
the result of factors somewhat independent of their
individual characteristics.
• Leaders should use a team perspective for understanding
follower behavior and group performance.
• Team Leadership Model: Team effectiveness can be best
understood in terms of inputs, processes, and outcomes.
– By identifying certain process problems in teams, leaders can
use the model to diagnose appropriate leverage points for
action.
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Reference
•
Hughes., Ginnett., & Curpy. (2009). Leadership: Enhancing
The Lesson of Experience. 6 eds. McGraw-Hill. Boston.
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