participation increases until peak then

Participation increases until peak then

This preview shows page 7 - 10 out of 25 pages.

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
Image of page 7
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
Image of page 8
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
Image of page 9
Image of page 10

You've reached the end of your free preview.

Want to read all 25 pages?

  • Fall '07
  • Mullin

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture

  • Left Quote Icon

    Student Picture