1. Managerial Leadership MGTO 234 - 6
Groups, Teams, and Their Leadership
Dr. William A. Snow
Hong Kong University of Science & Technology
Department of Management of Organizations
College of Business & Management
MGTO234-6

2. Defining Groups
A group can be defined as “two or more persons who are interacting with one another in such a manner that each person influences and is influenced by each other person.”
MGTO234-6

3. Three Key Points For the “Group” Definition
The definition includes the concept of reciprocal influence between leaders and followers:
an idea considerably different from the one-way nature of influence.
Group members interact and influence each other.
The definition does not constrain individuals to only one group.
MGTO234-6

4. The Impact of Group Size
The greater number of people in a large versus a small group will affect the probability that any individual is likely to emerge as leader.
As groups become larger, cliques are more likely to develop.
Leaders with a large span of control tend to be more directive, spend less time with individual subordinates, and use more-impersonal approaches when influencing others.
MGTO234-6

5. Developmental Stages of Groups
Forming Stage
Storming Stage
Norming Stage
Performing Stage
Adjourn Stage
MGTO234-6

6. Task Roles in Groups Initiating Information Seeking
Information Sharing
Summarizing
Evaluating
Guiding
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7. Relationship Roles in Groups
Harmonizing
Encouraging
Gatekeeping
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8. Dysfunctional Roles in Groups
Dominating
Blocking
Attacking
Distracting
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9. Difference Between Groups and Teams
Team members usually have a stronger sense of identification among themselves than group members do.
Teams have common goals or tasks.
Task interdependence typically is greater with teams than with groups.
MGTO234-6

10. Characteristics of Effective Teams
A clear mission and high performance standards
Leaders of effective teams spent a considerable amount of time assessing the technical skills of the team members.
After taking stock of available resources and skills, good leaders would work to secure those resources and equipment necessary for team effectiveness.
MGTO234-6

11. Characteristics of Effective Teams
Leaders of effective teams:
spend a considerable amount of time planning and organizing in order to make optimal use of available resources
to select new members with needed technical skills
to improve needed technical skills of existing members.
High levels of communication
Minimize interpersonal conflicts
MGTO234-6

12. Managerial Leadership Supplemental Resources
M. Goldsmith, L. Lyons, A. Freas, Coaching for Leadership: How the World’s Greatest Coaches Help Leaders Learn. (2000)
Donelson R. Forsytyh, Group Dynamics. (1999)
Peter F. Drucker, Management Challenges for the 21st Century (1999)
F. Hesselbein, M. Goldsmith, R. Beckhard, The Leader of the Future. (1996)
Kenichi Ohmae, The Evolving Global Economy: Making Sense of the New World Order. (1995)
James Champy, Reengineering Management: The Mandate for New Leadership. (1995)
J. M. Kouzes, B. Z. Posner, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations (1995)
J. Collins, J. Porras, Built to Last: Successful Habits of Visionary Companies. (1994)
L. M. Spencer, S. M. Spencer, Competence at Work: Models for Superior Performance. (1993)
Edgar H. Schein, Organizational Culture and Leadership (1992)
K. B. Clark, M.B. Clark, Measures of Leadership (1990)
Warren Bennis, On Becoming a Leader (1989)
Kathy Kram, Mentoring at Work: Development Relationships in Organizational Life. (1988)
W. Bennis, B. Nanus, Leaders: The Strategies of Taking Charge (1985)
T. J. Peters, R. H. Waterman, In Search of Excellence: Lessons from America’s Best-Run Companies (1982)
Richard E. Boyatzis, The Competent Manager: A Model of Effective Performance. (1982)
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