Participation increases until peak then

as cohesiveness increases: comm. participation increases/productivity increases
until peak, then decreases/satisfaction increases
Good vs. Bad Leadership

factors for good leader: assigned/emergent leaders? right traits? certain style?

no clear way to determine

can have more than one leader! (task/emotional)
Situational Approach
Effectiveness depends on: leader's ability to know group needs/talents and ADAPT style
to fit needs
o
task orientation (amt. of attention to group tasks/duties/assignments)
o
relationship orientation (amt. of attention to group members
relationships/conflicts/emotions
Situational Leaders Adapt Style:

rel./task orientation=high, time/group maturity increase/peak
o
"selling style" (add motivational stuff)

rel./task orientation=low, time/group maturity decrease
o
"delegating" style (leader not hands on)
o
team think for themselves
Situational Leaders (con.)

rel. high/task low=time/group maturity decrease
o
"participating" (doing all relational stuff/more emotions than task


rel. low/task high=time/group maturity increase
o
"telling" (introducing group/leader)
o
noone knows eachother but have to work on task
Forming
group members try to negotiate who will be in charge and what the group's goals will be

primary purpose: members make friends, fit in, learn about eachother/group's
objectives
Storming
after forming groups experience conflicts over issues like who will lead the group and
what roles members will play
Norming
norms emerge among members that govern expected behavior

norms: recurring patterns of behavior/thinking that come to be accepted in a
group as "usual" way of doing things

group roles solidify/leader emerges

group identity grows stronger as members realize importance of role/need to
cooperate to accomplish goals
Performing
members combine skills and knowledge to work toward group's goals and overcome
hurdles
Adjourning
group whose project/task has come to an end

members reflect on accomplishments/failures

determine if group will separate or start another project
Networks
patterns of interaction governing who speaks with whom in a group and about what

centrality: degree to which individual send/receives messages from others in the
group

isolation: member sends/receives fewer messages than other members
Chain Network
info is passed from one member to the next rather than shared among members


can lead to frustration/miscommunication when info is conveyed thru other codes
(spoken word)
All-Channel Network
all members are an equal distance from one another, and all members interact with
eachother

no leader, all members operate at equal levels of centrality

useful for collaborative projects/brainstorming ideas

lack of order=difficult to complete tasks
Wheel Networks
one individual acts as touchstone for all other members-they share info with that person
who then shares info with rest of group

good for situations where members' activities must be tracked to avoid
duplication/make sure all tasks complete
Task Roles