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Chapter 3: Group Work: Elements of Effective Leadership

Chapter 3: Group Work: Elements of Effective Leadership. Introduction to Group Work, 5th Edition Edited by David Capuzzi, Douglas R. Gross, and Mark D. Stauffer. Group Leader Power. Expert power: Expertise and knowledge attributed to the leader

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Chapter 3: Group Work: Elements of Effective Leadership

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  1. Chapter 3: Group Work: Elements of Effective Leadership Introduction to Group Work, 5th Edition Edited by David Capuzzi, Douglas R. Gross, and Mark D. Stauffer

  2. Group Leader Power • Expert power: Expertise and knowledge attributed to the leader • Referent power: The extent to which group members identify with and feel close to the group leader • Legitimate power: The power attributed to the leader by group members because the leader is the facilitator • Reward power: The extent to which group members feel the leader can reward them

  3. Group Leader Power • Coercive power: The extent to which the group leader is seen as having the ability to move the group in a certain direction or even “punish” group members • Informational power: The amount of information the group leader has about the members of the group or resources that will be useful to the group • Connection power: The number of close relationships the leader has developed with professionals outside the group

  4. Leadership Styles • Kurt Lewin’s three classics • Authoritarian: Assumes a position of “expert” and directs the movement of the group • Democratic: Stresses the responsibility of each participant to create a meaningful experience • Laissez-Faire: Does not provide structure or direction to the group

  5. Leadership Styles • Leader-Directed • Leader is the center of focus • Leader’s agenda is followed • Group-Directed • Group establishes agenda • More freedom of choice for discussion

  6. Leadership Styles • Interpersonal • Emphasizes understanding and processing interactions among members • Focuses on relationships • Focuses on what is occurring in the here and now • Intrapersonal • Focuses on individual reactions of group members • Focuses on conflicts, concerns, dynamics within individual members • Focuses more on the past • Facilitates insight and resolution of internal conflicts • Charismatic • Group may admire this type of leader • Leader derives power from personal traits • Group members may become devoted to and/or dependent upon leader.

  7. Importance ofLeadership Styles • Stogdill (1974) on person-centered styles of leadership • Are related to group productivity • Provide for member involvement • Are related to group cohesiveness • Are related to high levels of member satisfaction • Johnson and Johnson’s (2006) note: • Initiating structure: single aspect that contributes positively to group productivity, cohesiveness, satisfaction • Qualities of the most effective group leaders • Show concern for the well-being and disclosures of members • Structure member role responsibilities

  8. Developing Your Own Leadership Style • Considerations • Theoretical base used by the facilitator • Core knowledge and skill competencies • Personal qualities of the leader • Personality traits

  9. Pre-Group Screening • Leaders must provide prospective members with information about: • Participation • Expectations • Goals • Payment methods • Fee schedules • Termination • Referral procedures • Client rights, etc. • Disclosure statement

  10. Organizing for Groups • Considerations • Publicizing the group • The physical setting • Length and frequency of meetings • Size of the group • Other aspects of organization • Written weekly summaries • Ground rules • Videos of sessions

  11. Members’ Roles • Facilitative: Serve to keep the group on task and clarify aspects of communication • Vitalizing and maintenance: Help develop social–emotional bonds among members • Anti-group: These often inhibit a group’s progress

  12. Facilitating the Group Stages • Definitive stage skills • Active listening • Supporting • Empathizing • Goal setting • Facilitating • Protecting • Modeling

  13. Facilitating the Group Stages • Personal involvement stage skills • Clarifying • Questioning • Interpreting • Reflecting feelings • Confronting • Initiating • Providing feedback • Self-disclosing • Blocking

  14. Facilitating the Group Stages • Group involvement stage skills • Linking • Providing group identity • Suggesting direction • Sharing leadership • Participating in the group • Reinforcing cooperation

  15. Facilitating the Group Stages • Enhancement and closure stage skills • Evaluating • Resolving issues • Reviewing progress • Identifying strengths and weaknesses • Terminating • Referring

  16. Difficult Members • Typical behaviors • Speaks for everyone • Speaks for another member • Behaves in an “entitled” manner • Remains silent • Identifies as a scapegoat • Challenges the leader’s authority • Focuses on persons, conditions, or events outside of the group • Seeks approval • Is afraid others are fragile • Blames others for problems • Suggests “I’ve always been this way” • Cross talks • Intellectualizes • Side tracks with humor • Won’t change behavior outside the group • Shows discrepant behavior • Rambles or cries

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