Group Dynamics and Leadership Styles in Team Settings

Introduction to Group Dynamics

Group work is often used in business and educational settings to take advantage of the fact that individual excellence can be optimized by working in a team with others. It is, however, important to recognize that specific group dynamics could adversely affect the optimal functioning of the group. To avoid this, an understanding of group dynamics is vital, along with strong leadership skills to optimize the group's performance.

The best way to understand group dynamics is to examine groups in a variety of settings. Gerard M. Blair, for example, examines groups within the engineering field. Blair notes that internal conflict is often the main problem in groups that do not function effectively. To identify the causes of this, Blair examines the exact points of focus in group work, distinguishing between task and process.

Task refers to the problems involved in doing the work, while process refers to the mechanisms of group interaction. The latter has the potential to either optimize or minimize the effectiveness of the group in performing the task involved. Blair emphasizes that group management is often ignored, as it is assumed that groups will naturally work together optimally. However, conflict needs to be managed effectively for groups to function well. Blair notes that neglecting such management often results in group work being much less effective than projected.

For a group to function effectively, there needs to be cooperation, coordination, established procedures, and shared norms — all of which must be commonly understood by each member. This produces both practical and moral support among group members, and a corresponding optimization of the work done by the group.

The attraction of group work within a corporation lies in the combining of talents and innovative solutions to problems that individuals cannot solve alone. Interaction among people with a variety of skills and knowledge can provide the solutions necessary to address difficult problems. In this way, group work presents several advantages over individual work. Although some group decisions can also be made by individuals, Blair notes that the advantage of group work lies in the fact that groups motivate individuals to perform at their best, and some group members may understand a problem better than others. The collective understanding within the group therefore leads to much better and more effective decisions.

Another advantage of group work is training. Group members can help fellow participants understand the work and decision process more effectively, and group support optimizes practical learning within the company. In this way, potentially expensive individual training is reduced or eliminated through group work.

Problem solving is also enhanced by group work. Problems that prove impossible or difficult for individuals can be facilitated by the combined talents and thinking of the group. By working together, it is often easier to find solutions to complicated problems, because each individual brings his or her thinking to the problem and the process of its solution. Group participation thus provides the individual with the opportunity to perform beyond his or her own potential.

The overall outcome, according to Blair, is that the individual's self-perception, self-esteem, and motivation are enhanced, while stress is minimized by sharing the workload and potential problems with others. By working in a group, the individual's talents are optimized; the company as a whole benefits, while the individual gains from the interpersonal interaction and support that group work provides.

Stages of Group Formation

Blair also identifies specific dynamics of group formation that should be recognized when leadership is implemented to minimize conflict and optimize individual performance. The four stages of group development are: forming, storming, norming, and performing.

Forming is the first stage, during which group members first come together. There is little overt conflict, and individuals tend to be polite, guarded, and reserved regarding their own opinions. There is a tendency to defer to more outgoing individuals who assert themselves as leaders. Some group members may be particularly nervous or subordinate during this stage and may never fully recover, even with time.

Storming is the second stage of group formation, when conflicts emerge. Having relaxed their initial reservations, group members begin to experience conflict, with little productive communication occurring. For some groups conflict may be open, while for others it is more subtle, depending upon the personalities represented. This stage is extremely ineffective for group work.

Norming is the third stage, during which the sub-groups formed during storming begin to recognize that working together will optimize the performance of all individuals. Internal conflict begins to subside and a spirit of cooperation emerges. Group members feel secure expressing their viewpoints and display a greater willingness to listen and communicate. Work methods are also established at this stage and are recognized by the group as a whole.

Rick Curtis (1995) suggests three possible ways of establishing norms within a group: stating, modeling, and importing. Stating refers to directly explaining to group members how to behave or perform. Modeling refers to demonstrating appropriate behavior — also known as "leading by example." Importing refers to drawing on group behavior from other social situations. Curtis emphasizes that these methods are seldom used in isolation; they interact according to the specific needs and dynamics of the group.

Performing is the final stage, in which the group has settled into a work dynamic based on free exchange and mutual support. At this stage the group performs optimally, supporting each other in terms of ideas and workload. The group begins to truly function as a collective unit rather than as individuals or competing sub-groups, each with its own ideas about the task to be performed.

Rick Curtis (1995) also identifies several dynamics that are important in forming an effective group. Such a group has a clear understanding of its goals in both the short and long term, and displays flexibility in meeting those goals. There is a high degree of communication and understanding among group members, with potential conflicts handled through dialogue rather than confrontation. Personal and work-related opinions and feelings are communicated openly and honestly. In decision-making, there is a commitment to optimal outcomes, a commitment to sharing leadership responsibilities, and optimal use of the varying abilities represented within the group. The group remains objective and maintains a balance between emotional and rational approaches, using all available dynamics to contribute to the effectiveness of the collective.