Vishal Singh

Assistant Professor
Department of Business Administration
Unit -5 : Group Behaviour and Leadership

Nature of the Groups and Group Behaviour

Introduction

In this we are going to discus about group nature and group behaviour,
development of effective teamwork. Group is the way to involve different people
with different skill who working in same task. It is a powerful solution of
achieving the target goals

The nature of groups and group behaviour within Organisation

The word group can be explained as two or more people work or interact together
for same purpose. When a group of people work together rather than individuals,
the aim of the organization can be simply achieved. However, working together is
a multifaceted task. Group dynamics refers to the communications among the
members of a group. Working together as a group in any organisation is the most
essential for the social characteristics of workers in that company.

Nature of Groups

There are different types of groups which are created to get some specific results in
any organisations. The team members agree to a general task, become mutually
dependent relative in their action, and work together with each other to support its
success. There are three views on the nature of act between team members. The
first is normative, which explain how to carry out performance and manage the
team. The second view is includes of a set of method, group building, role play,
self managed groups and sensitivity training of the members. The third is referred
as a team dynamic from the point of sight that the internal nature of any groups.

Dynamics of Team Formation

Group dynamics refers to the behavioural and attitudinal features of a team. Group
dynamics discuss how groups form, their configuration and process, and how they
intention. Group dynamics are related in both informal and formal groups of all
types.
Vishal Singh
Assistant Professor
Department of Business Administration
Formal Groups

 A formal group is the systematic and conscious grouping of people in any

organisation that the organisational target can be better to achieve.
 In formal group, structure of the organisation is very formal and gives
responsibilities and assignment to different members with the aim of
achieving the goals.
 Task groups and command groups are the example of formal group.

Informal Groups

 Informal groups are the spontaneous and natural grouping members when
they work together for long period of time.
 Informal groups are created by the getting closeness of need, support,
interests or growth.
 Interest groups and friendship groups are the example of informal groups.

The Five-Stage Model

All groups pass through the Forming, Storming, Norming, Performing and
Adjourning stages. This is known as five stage model.

1. Forming: forming is the first step of group creation, where team members’
aim is to identify suitable 2ehavior in the group. The team members try to
design their 2ehavior as a part of the team.

2. Storming: Storming is the second step of makes any team. In this stage the
members are disagreements about leadership. By the end, the members come
to same point of view.
3. Norming: In this stage, group members are get together and motivate and
cooperate with each
Vishal Singh
Assistant Professor
Department of Business Administration
4. Performing: In performing stage, group members are work attentively
toward target goal. Team members are friendly and helpful to one another.
5. Adjourning: This is the last step of any group as like task group formed to do
some mission. The groups are stop to exit after this stage. Some of group
members are happy about the achieving of target goal, some are unhappy to
loss their friends after groups disperse.

Effective Teams Defined

 One of the many ways for a business to organize employees is in teams.

 A team is made up of two or more people who work together to achieve a
common goal.
 Teams offer an alternative to a vertical chain-of-command and are a much
more inclusive approach to business organization.
 Teams are becoming more common in the business world today.
 Effective teams can lead to increased employee motivation and business
productivity.

Characteristics of Effective Teams

Not all teams are successful at what they do. Perhaps you have worked on a team
that spent too much time debating decisions or included members who did not take
on a fair share of the work. Such teams would be ineffective. Let’s look at some of
the key characteristics of effective teams:

1. Ideal size and membership – The team should be the minimum size needed
to achieve the team’s goals, and include members with the right mix of skills
and talents to get the job done.

2. Clear purpose – Everyone needs to understand and accept the team’s goal
and their role on the team.

3. Open communication – The team should value diverse points of view and
encourage open and honest discussion. All members should feel that their
ideas are welcome.
Vishal Singh
Assistant Professor
Department of Business Administration
4. Fairness in decision-making – Ideally, teams will make decisions by
consensus. When consensus is not feasible, teams will use fair decision-
making procedures that everyone agrees on

5. Creativity effective team value original thinking and will produce new and
unique approach to organizational problem

Effective teamwork

 Effective teamwork is an important aspect of any organisation’s success.

 There are many benefits of Teamwork, most notably, an increase in
motivation from your employees.
 A recent study by Stanford University showed that when people are treated
as partners or team members – even when physically apart – their motivation
increases.
 Motivation from your employees means more success for your company.

Developing an effective team in your organisation can seem like a simple and
straightforward task, however it can be difficult to execute and put into practice.
Members of your organisation want to be able to believe in the process and realise
the wonderful outcomes that come from working together as opposed to
individually; so it is up to the manager to ensure that enthusiasm is garnered and
nourished.

 The most important building block to develop and effective team is

communication, so it is imperative to develop the necessary skills
to communicate effectively with each other.

You want your employees to feel like they can put forth their ideas and express
their feelings in an open environment, but you also need them to be keen listeners
who are prepared to listen to the views of others. It can be easy for a team to fall
apart quickly if its members favour their own personal goals over that of the team.

An effective team is one that has cohesion, to do this your team members need to
exhibit the following skills:

 Openness – Team members need to be willing to get to know each other and
open up about themselves, so they realised that they all have diverse
Vishal Singh
Assistant Professor
Department of Business Administration
backgrounds and interests. This helps them to be more open to new ideas
and differing viewpoints.

 Trust – Team members need to trust each other enough to be comfortable

with sharing ideas and feelings. As this trust builds, team members learn to
be honest and respectful in their approach to each other.

 Respect – It is important for the team not to focus on who to blame when
something goes wrong, instead they need to work out how to fix it and how
to learn from the mistake. Constructive feedback and mutual respect rather
than blame will help a team achieve results much faster.

What is Leadership

 Leadership is a process by which an executive can direct, guide and

influence the behavior and work of others towards accomplishment of
specific goals in a given situation.
 Leadership is the ability of a manager to induce the subordinates to work
with confidence and zeal.

According to Keith Davis, “Leadership is the ability to persuade others to seek

defined objectives enthusiastically. It is the human factor which binds a group
together and motivates it towards goals.”

Characteristics of Leadership

1. It is a inter-personal process in which a manager is into influencing and

guiding workers towards attainment of goals.

2. It denotes a few qualities to be present in a person which includes

intelligence, maturity and personality.

3. It is a group process. It involves two or more people interacting with each

other.

4. A leader is involved in shaping and moulding the behaviour of the group

towards accomplishment of organizational goals.
Vishal Singh
Assistant Professor
Department of Business Administration
5. Leadership is situation bound. There is no best style of leadership. It all
depends upon tackling with the situations.

Nature of leadership

 Leadership derives from the power and is similar to, yet distinct from,
management. In fact, “leadership” and “management” are different. There
can be leaders of completely unorganized groups, but there can be managers
only of organized groups. Thus it can be said that a manager is necessarily a
leader but a leader may not be a manager.

 Leadership is essential for managing. The ability to lead effectively is one of

the keys to being an effective manager because she/he has to combine
resources and lead a group to achieve objectives.

 Leadership and motivation are closely interconnected. By understanding

motivation, one can appreciate better what people want and why they act as
they do. A leader can encourage or dampen workers’ motivation by creating
a favorable or unfavorable working environment in the organization.

 The essence of leadership is followership. In other words, it is the

willingness of people to follow a person that makes that person a leader.
Moreover, people tend to follow those whom they see as providing a means
of achieving their desires, needs and wants.

 Leadership involves an unequal distribution of power between leaders and

group members. Group members are not powerless; they can shape group
activities in some ways. Still, the leader will usually have more power than
the group members.

 Leaders can influence the followers’ behavior in some ways. Leaders can
influence workers either to do ill or well for the company. The leader must
be able to empower and motivate the followers to the cause.

 The leader must co-exist with the subordinates or followers and must have a
clear idea about their demands and ambitions. This creates loyalty and trust
in subordinates for their leader.
Vishal Singh
Assistant Professor
Department of Business Administration
 Leadership is to be concerned about values. Followers learn ethics and
values from their leaders. Leaders are the real teachers of ethics, and they
can reinforce ideas. Leaders need to make positive statements of ethics if
they are not hypocritical.

 Leading is a very demanding job both physically and psychologically. The

leader must have the strength, power, and ability to meet the bodily
requirements; zeal, energy, and patience to meet the mental requirements for
leading.

Leadership Styles Based on Authority

Leadership styles refer to a leader’s behavior toward group members. The behavior
pattern is that the leader reflects his role as a leader is described as style.

Leadership style is the results of a leader’s philosophy, personality, and experience

and value system.

Leadership styles based on authority can be 4 types:

1. Autocratic Leadership,

2. Democratic or Participative Leadership,

3. Free-Rein or Laisse-Faire Leadership, and

4. Paternalistic Leadership.

Let’s know how these leadership styles work and know about their’s advantages
and disadvantages;
Vishal Singh
Assistant Professor
Department of Business Administration

Autocratic Leadership

 Autocratic Leadership relies on coercion, and its style is paternalism,

arbitrariness, command, and compliance. The autocratic leader gives orders
which must be obeyed by the subordinates.
 He determines policies for the group without consulting them and does not
give detailed information about plans, but simply tells the group what
immediate steps they must take.

Diagrammatically it may be shown in the following way;

 However, some autocratic leaders may happen to be “benevolent autocrats.”

 Generally, they are willing to hear and consider subordinates’ ideas and
suggestions, but when a decision is to be made, they turn out to be more
autocratic than benevolent.

Advantages of autocratic leadership

 It is the speed with which decisions can be made; the leader does not have to
obtain group members’ approval before deciding.

Disadvantages of autocratic leadership

 Autocratic leadership does hurt group morale.

 Members may resent how decisions are made and thus support them in only
a minimal fashion.
Vishal Singh
Assistant Professor
Department of Business Administration

Democratic Leadership

 The style of leadership that uses legitimate power can be classified as

democratic leadership.
 A democratic leader usually gives instructions only after consulting with the
group. He sees to it that policies are worked out in group discussion and with
the acceptance of the group.
 That means democratic leadership solicits employees’ participation and
respects their opinions. Diagrammatically it can be shown in the following
way;

Advantages of democratic leadership

 It often enhances the morale of the employee’s.

 It increases the acceptance of management’s ideas.

 It increases cooperation between management and employees.

 It leads to a reduction in the number of complaints and grievances.

Disadvantages of democratic leadership

 It accounts for slow decisions, diluted accountability for decisions.

Vishal Singh
Assistant Professor
Department of Business Administration
 There may be possible compromises that are designed to please everyone but
does not give the best solution.

Free-Rein Leadership

 The leadership style which allows maximum freedom to followers may be

called free-rein leadership. It gives employees a high degree of
independence in their operations.
 A free rein leader completely abdicates his leadership position, to give all
responsibility of most of the work entrusted to him to the group which he is
supposed to lead, limiting his authority to maintain the contact of the group
with persons outside the group.
 This is also known as the permissive style of leadership.

Diagrammatically it may be shown in the following way;

Advantages of free rein leadership

 Opportunity for individual development is offered to group members.

 All persons are given a chance to express themselves and to function

relatively independently.

Disadvantages of free rein leadership

Vishal Singh
Assistant Professor
Department of Business Administration
 It may result in a lack of group cohesion and unity toward organizational
objectives.

 Without a leader, the group may have little direction and a lack of control.

 The result can be inefficiency or even worse, chaos.

Paternalistic Leadership

 Under Paternalistic Leadership, the leader assumes that his function is

paternal or fatherly.
 His attitude is that of treating the relationship between the leader and the
group as that of a family with the leader as the head of the family.
 He works to help, guide, protect, and keep his followers happily working
together as members of a family.
 He provides them with good working conditions and employee services.
 This style has been successful, particularly in Japan because of its cultural
background. It is said that employees under such leadership will work harder
out of gratitude.
 This mode of leadership produces good and quick results if the followers are
highly educated and brilliant, and have a sincere desire to go ahead and
perform with responsibility.

Leadership Qualities That Make Good Leaders

Want to become a great leader? Here are fifteen leadership qualities that can make
you a good leader.

1. Honesty and integrity

2. Confidence

3. Inspire Others

4. Commitments and Passions

5. Good Communicator

6. Decision-making Capabilities
Vishal Singh
Assistant Professor
Department of Business Administration
7. Accountability

8. Delegations and Empowerment

9. Creativity and Innovation

10. Empathy

11. Resilience

12. Emotional Intelligence

13. Humility

14. Transparency

15. Visions and Purpose