Group dynamics- team work

1. GROUP PRESSURE
COHESIVENESS
LEADERSHIP

3. GROUP PRESSURE
• Term applies to any direct or indirect social pressure that is
exerted by a group on its individual members to influence their
choices and may be rational argument, persuasion
• Influence on your behavior from a group that you interact socially
and professionally
• Group pressure is applied to people in order to make them
confirm
• It can be good or bad depending on what action is taken, what
consequence it bring and whether or not you want to do it
www. simplypsychology.org/conformity.html

4. TYPES OF GROUP PRESSURE
1. Positive group pressure
2. Negative group pressure
www.wikipedia.org/peer pressure.html

5. POSITIVE GROUP PRESSURE
• Group pressure influences individual to generate positive results
• Eg: Being encouraged to participate in debate
• Having a mentality to secure good marks in class
• Office work pressure bringing out innovative ideas
www.wikipedia.org/peer pressure.html

6. NEGATIVE GROUP PRESSURE
• Sometimes it may cause negative results
• Eg: Drinking alcohol under peer pressure
• Getting participated in communal fights, agitation etc..
• Peer pressure is influences that a peer exerts that
encourages other to change the attitudes values or
behavior to conform to group norms
www.wikipedia.org/peer pressure.html

7. GROUP PRESSURE AND
CONFORMITY
• Conformity can be simply defined as “ yielding to group pressure”
(Crutchfield 1955)
• Conformity is a type of social influence involving a change in
belief or behavior in order to fit in with a group
• This change is in response to
• real group pressure(involving the precense of others) or
• imagined group pressure(involving the pressure of social
norms/ expectations)
www. simplypsychology.org/conformity.html

8. TYPES OF SOCIAL CONFORMITY
• Man (1969) states that “ the essence of conformity is yielding to group
pressure”. He found three types of conformity
1. Normative conformity
• a desire or by liked
2. Informational conformity
• because of desired to be corrected or
• Person lack knowledge &look forward to be
corrected
3. Identification conformity
• simply to confirm to a social role
• To impress/ gain favor/ acceptance from other people
www. simplypsychology.org/conformity.html

10. COHESIVENESS
• “a sense of ‘we-ness’ emerges to transcend individual differences
and motives”
MEMBERS WILL
STICK
TOGETHER
ENJOY EACH
OTHER
COMPANY
NEED EACH
OTHER FOR A
COMMON GOAL

11. DEFINITION
• The degree to which the members of the group desire
to remain in their group
(Cartwright ,1968 )
•The resultant of all the forces acting on the members
to remain in the group
(Leon Festinger,1950)

12. COHESIVENESS OR
GROUP INTEGRATION
• Both are interchangeable
• Defined as those forces that act on members of group to
make them remain in the group
• Homogeneity of group
• Size of group
• Physical mobility
• Effectiveness of communication
Chithambar J B,2014,Introductory rural sociology

13. LEVELS OF COHESION
• Member’s attraction to other group
member
• Based on trust, liking or respect
Individual
level
• ‘Spirit of the group’ that ‘we feeling ‘
• that joins people together to form a
single group
Group
level

14. TYPES OF COHESIVENESS
SOCIO-EMOTIONAL
COHESIVENESS
• Sense of togetherness based on
emotional satisfaction
INSTRUMENTAL
COHESIVENESS
• Sense of togetherness based on
mutual dependency needed to
get the job done

15. COMPONENTS OF COHESION
Social
cohesio
n
• Lewin and Festinger, taking a social psychological approach to cohesion, emphasized
the impact of attraction (in both individuals &groups)on cohesion.
• Hogg’s concept of social attraction stresses a specific form of group level attraction
based on social identity processes.
Task
cohesio
n
• The strength of the group’s focus on a task, and the degree of
• (a) teamwork displayed by group members as they coordinate their efforts
• (b) the group’s level of collective efficacy.
Perceived
cohesion
• The extent to which the group members feel as though they belong in the group
(individual-level) and the overall entity of the group (group-level).
• The affective intensity of the group, often described as morale, spirit, or
positive affective tone. Group-level, consensual emotions are distinct from an
individual-level emotions.
Emotional
cohesion

16. FACTORS DETERMINING
GROUP’S LEVEL OF
COHESIVENESS
• Interpersonel Attraction
• Stability
• Size
• Structure
• Initiations

17. 1. Interpersonal Attraction
• groups often form when individuals develop feelings of attraction for one
another.
• factors as proximity, frequency of interaction, similarity, complementarity,
reciprocity, and rewarding exchanges can prompt a group to form,
• can they turn the rudimentary group into a highly cohesive one (Lott &
Lott, 1965).
2. Stability of Membership
• Ziller’s theory suggests that open groups, by their very nature, are less
cohesive
• In closed groups are often more cohesive, because competition for
membership is irrelevant and group members work together to
accomplish a collective goal.

18. 3. Group Size
• As a group increases in size the number of possible relations
among individuals increases so rapidly that members can no
longer maintain strong,positive ties with all group members.
4. Structural Features
• Cohesive groups tend to be relatively more structured ones
• Certain types of group structures have higher levels of cohesion
• The higher the proportion of ties to non-group members ,the lower
the overall cohesiveness of the group (McPherson & Smith-
Loving, 2002).

19. 5. Initiations
• formal and informal requirements that must be met
before an individual can gain membership in a group
• contribute to a group’s cohesion by strengthening the
bond between the individual and the group
• Leon Festinger (1957), suggests that initiations force
the prospective members to invest in the group, and
that these investments will increase their commitment.

20. Dissolution (adjourning) stage
can be either planned or spontaneous
Work (performing) stage
The group’s focus shifts to the performance of tasks and goal attainment
Even highly cohesive groups are not necessarily productive.
Structure (norming) stage
Unity increases, membership stabilizes, members report increased
satisfaction, and the group’s internal dynamics intensify
Conflict (storming) stage
express dissatisfaction with the group, respond emotionally, criticize
one another, and form coalitions
Orientation (forming) stage
Members experience tentative interactions, tension, growing
interdependence, and attempts to identify the nature of the situation.

21. CONSEQUENCES Of COHESION
• Member Satisfaction
and Adjustment
• Group Dynamics
and Influence
• Group Productivity
Social
cohesion
Group pride Cohesion
Task
Cohesion
Performance
Task
interdependence

23. LEADERSHIP
• “Process where by an individual influences others to achieve a
common goal”
1. Process between a leader and follower
2. Involves social influence
3. Occurs at multiple level in an organization
• Individual level : mentoring,coaching,inspiring, motivating
• Organisational : team building, generate cohesion, resolve conflict
build culture
4. Focuses on goal accomplishment

24. BOSS VS LEADER

25. DEFINITIONS
• Leadership is an adaptive, goal-seeking process, for it organizes and motivates
group member’s attempts to attain personal and group goals
(Parks, 2005)
• Leadership is a transformational process, for leaders heighten group members’
motivation, confidence, and satisfaction by uniting members and changing their
beliefs, values, and needs (Burns, 2003)

26. TYPES OF LEADERSHIP
Acc. To The Task-Relationship Model by Wendy Kopp
1. Task leadership
• focuses on the group’s work and its goals.
2. Relationship leadership
• focuses on the interpersonal relations within the group.

27. THE TASK-RELATIONSHIP MODEL :
WENDY KOPP
Types Factor Sample Behaviors
Task leadership
promoting task completion;
regulating behavior, monitoring
communication,
and reducing goal ambiguity
• Task-oriented
• goal oriented
• work facilitative
• production centered
administratively skilled
• Assigns tasks to members
• Makes attitudes clear to the
group
• Critical of poor work
• Sees that the group is
working to capacity
• Coordinates activity
Relationship leadership
maintaining and enhancing
positive interpersonal relations
in the group;
friendliness, mutual trust,
openness etc
• Relationship oriented
• Socio-emotional supportive,
• employee centered
• group maintenance
• Listens to group members
• Easy to understand
• Friendly & approachable
• Treats all members equal
• Willing to make changes

28. LEADERSHIP EMERGENCE
• The process by which an individual becomes formally or
informally, perceptually or behaviorally, and implicitly or explicitly
recognized as the leader of a formerly leaderless group
• Great Leader Theory
• Tolstoy’s zeitgeist view
• Interactional approach

29. Great Leader Theory
• A view of leadership, attributed to historian Thomas Carlyle, which states that
successful leaders possess certain characteristics that mark them for
greatness, and that such great leaders shape the course of history.
• The great leader theory is consistent with a trait approach to leadership,
which assumes that leaders possess certain personality traits and
characteristics
Tolstoy’s zeitgeist view
• consistent with situationism, which suggests that leadership is determined by
a host of variables operating in the leadership situation
Interactional approach
• It reconciles these two models by asserting that traits and situations interact
to determine who will lead & who will not

30. PERSONAL QUALITIES OF
LEADERS
• Personality Traits
• assertiveness, authenticity, strength of character, dominance,
narcissism, self-efficacy, self-monitoring, and social motivation.
• Intelligence
• groups preferring leaders who are somewhat more intelligent than
the average group member
• Emotional intelligence (degree of social skill)
• Physical appearance
• Skills and Experience
• Participation

31. REFERENCE
• Chithambar J B,2014,Introductory rural sociology, New age
international(p)ltd. publishers, New Delhi.
• www.wikipedia.org/peer pressure.html
• www. simplypsychology.org/conformity.html