LEADERSHIP

TRAINING
CHAPTER 4

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LEARNING OBJECTIVES
AT THE END OF THIS CHAPTER, THE LEARNERS ARE
EXPECTED TO:

1. DESCRIBE TRANSFORMATIONAL LEADERSHIP;

2. IDENTIFY THE CHARACTERISTICS OF A LEADER; AND
3. EXPRESS COMMITMENT TO TEAMWORK.
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HUMAN BEHAVIOR
According to businessdictionary.com, human behavior is the "capacity of mental, physical,
emotional, and social activities experienced during the five stages of a human being's life-
prenatal, infancy, childhood, adolescence, and adulthood. It includes the behaviors as dictated by
culture, society, values, morals, ethics, and genetics."

Encyclopedia Britannica (2012) states that human beings have a typical life course that consists of
successive phases of growth, each of which is characterized by a distinct set of physical,
physiological, and behavioral features. These phases are prenatal life, infancy, childhood,
adolescence, and adulthood (including old age). Human development or developmental
psychology is a field of study that attempts to describe and explain the changes in human
cognitive, emotional, and behavioral capabilities and functioning over the entire life.

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MOTIVATION
Motivation encompasses the internal and external factors that stimulate desire and energy in people to
be continually interested in and committed to a job, role, or subject, and to exert persistent efforts in
attaining a goal. It results from the interaction among conscious and unconscious factors such as the (a)
intensity of desire or need, (b) incentive or reward value of the goal, and (c) expectations of the individual
and of his/her significant others.

According to Swindell (2012), motivation means the drive and ambition needed to achieve our goals. We
all need that extra push at some stage of our life, whether it be at work, in school, or home; or maybe to
give up a bad habit or shed a few pounds. We need motivation to get a job done and achieve a goal. Self-
motivation can work for some people. For example, if you are trying to lose some weight, just imagine how
you will look and feel when you can fit again in your smaller-sized clothes. An old photograph of a slimmer
you could help motivate you to keep going.

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 4
GOOD LEADERSHIP
Leadership pertains to the qualities exemplified by a leader. It also refers to acts of
leading or the "process of social influence in which one person can enlist the aid and
support of others in the accomplishment of a common task? It is often said that
some people are good leaders while others are not. But what is really the basis for
judging one's capacity to be a good leader? From a follower's perspective, good
leadership can be attributed to qualities that make people follow a leader. It would
be great to have all these qualities, but not all leaders do have them.

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 CHARACTERISTICS OF GOOD LEADER 5

1. Vision 3. Passion
Good leaders know where they Good leaders are very passionate
want to go and they can motivate and intensely obsessed in
people to believe in their vision for whatever they are focused on, be it
their country, community, and business, sport, or hobby.
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family. Good leaders view things as

what they could be and not simply 4. Compassion
as what they are. Good leaders show compassion for their
supporters and followers. They possess
exemplary coaching and development
2. Wit skills. While these leaders have goals to
Good leaders can make sound accomplish, they can still consistently
judgments and decisions even care for their constituents. They are not
selfish individuals who think only about
during crucial situations.
their own wants and needs. They have a
heart for others.
 CHARACTERISTICS OF GOOD LEADER 6

5. Charisma 7. Persistence
Good leaders are captivating, Good leaders are determined to
charming individuals who tend to attain their goals in spite of the
draw people toward them. It could obstacles and problems. They
be because of the way they talk, or
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believe that the benefits of

carry themselves. They excel in attaining their goals outweigh the
building relationships and eliciting risks and hardships.
performance from their groups.

6. Communication Skills 8. Integrity

Good leaders are usually great Good leaders mean what they say. They
orators and persuaders. They can walk the talk, practice what they preach,
express their ideas clearly and and keep their promises. They are
convincingly. reliable.
 CHARACTERISTICS OF GOOD LEADER 7

9. Daring
Good leaders are bold, willing to
take risks, and determined to
chase their dreams amid the
reality of fear and uncertainty.
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Winston Churchill states that 10. Discipline

courage is the virtue on which all
Good leaders observe self-control
others virtues rest.
and order. Where most people are
easily distracted or dejected, good
leaders manage to stay focused
and steady regardless of the
situation.
 Maxwell (1999) says that a leader should recognize, develop, and refine certain 8
personal characteristics needed to be a truly effective leader, the kind of leader
people will want to follow. These are some of the traits of that leader:

1. Character is the quality of a person's 2. Charisma is a special spiritual gift

behavior as revealed by his/her habits, bestowed temporarily by the Holy Spirit
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thoughts and expressions, attitudes on a group or an individual for the

and interests, actions, and personal
general good. It is an extraordinary
philosophies in life. Be a piece of the
power in a person, group, or cause,
rock. There are always two paths to
choose from: character and
which takes hold of popular imagination
compromise. Opt for character. and wins popular support.
 Maxwell (1999) says that a leader should recognize, develop, and refine certain 9
personal characteristics needed to be a truly effective leader, the kind of leader
people will want to follow. These are some of the traits of that leader:

3. Commitment engages one to do 4. Communication is a two-way process

something as a continuing obligation. of reaching mutual understanding, in
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It is a state of intellectual and which participants do not only exchange

emotional adherence to some political,
(encode-decode) information but also
social, and religious theory of action.
create and share meaning. The meaning
abod
of communication is in the response and
not in what is said or how it is said.
 Maxwell (1999) says that a leader should recognize, develop, and refine certain 10
personal characteristics needed to be a truly effective leader, the kind of leader
people will want to follow. These are some of the traits of that leader:

5. Competence indicates a sufficiency 6. Courage is the quality of the mind

of knowledge and skills that enable that enables a person to face difficulty
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someone to act in a wide variety of and danger without fear. It begins with
situations. It is the capacity of a person
an inward battle. It is making things
to understand a situation and to
right, not just smoothing them over. It
respond to it accordingly and
reasonably. A core competency is
inspires commitment from followers.
fundamental knowledge, ability, or Life expands in proportion to one's
expertise in a specific area. courage.
 TRANSFORMATIONAL LEADERSHIP 11

Bass (1990) describes transformational leadership as a style where leaders expand and uplift their
employees' interests, fostering awareness and acceptance of the group's goals and mission. This type of
leadership encourages employees to prioritize the group's welfare over their own individual concerns.

Transformational leaders possess a clear collective vision and communicate it effectively to their teams.
By serving as role models, they inspire employees to focus on the organization's overall success rather
than personal gain. They also encourage innovation and are willing to take personal risks, employing
unconventional yet ethical methods to achieve their shared vision.

This approach contrasts with traditional transactional leadership, which focuses on corrective actions and
exchanges of rewards only when performance criteria are met. Transactional leadership typically involves
centralized control, where managers dictate tasks and processes. In contrast, transformational leaders
place trust in their subordinates, allowing them the freedom to develop and thrive.

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TRANSACTIONAL AND TRANSFORMATIONAL 12
LEADERSHIP
Transactional leadership is based on power that makes use of rewards and coercion to deliver benefits to
members (patronage), or to force or instill fear as illustrated by colonization, vote-buying, and similar
methods.

Transformational leadership or real leadership starts from the recognition of what the members need
and the steps toward achieving these needs, and relating rewards to effort.

The leader acts as a role model. He/She lives out values, demonstrates personal qualities, is approachable
and accessible, and accepts pressure to perform. The leader treats people as individuals and involves
many in decision-making, seeks to empower and give maximum freedom, and is concerned with
developing members collectively and individually.

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BEHAVIORS OF A TRANSFORMATIONAL LEADER 13
1. Is articulate in creating compelling vision of the future
2. Uses stories and symbols to communicate his/her vision and message
3. Specifies the importance of having a strong sense of purpose and a collective mission
4. Talks optimistically and enthusiastically and expresses confidence that goals will be achieve
5. Engenders the trust and respect of his/her followers by doing the right thing rather than simply doing
things right
6. Instills pride in employees
7. Talks most about important values and beliefs
8. Considers the moral and ethical consequences of decisions
9. Seeks different perspectives when solving problems
10. Encourages employees to challenge old assumptions and to think about problems in new ways
11. Spends time teaching and coaching
12. Considers each individual employee's different needs, abilities, and aspirations
13. Is compassionate, appreciative, and responsive to each employee and recognizes and celebrates each
employee's achievements
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 FOUR COMPONENTS OF TRANSFORMATIONAL
14
LEADERSHIP
1. Charisma. The leader's charisma or idealized influence is envisioning and building confidence, and
he/she sets high standards to be followed.
2. Inspirational motivation. The leader's inspirational motivation provides followers with challenges and
meanings/reasons for engaging in shared goals and undertakings.small
3. Intellectual stimulation. The leader's intellectual stimulation moves followers to question assumptions
and generate more creative solutions to problems.
4. Individualized consideration. The leader treats each follower as an individual and provides coaching,
mentoring, and growth opportunities.

The qualities of transformational leadership can be found at different levels:

community, national, and even global communities; and in various sectors of the society. The leaders are
able to translate their vision and commitment into institutional practice. Transformational leadership is
non-hierarchical in structure and participatory in the processes. It is characterized by high moral and
ethical standards in each of the aforementioned components.

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 FOUR COMPONENTS OF TRANSFORMATIONAL
15
LEADERSHIP
The transformation of values, processes, and institutions appears as follows:
A. Transformation of values
from power as dominion to power as liberation
from war and conflict to peace
from efficiency consideration to equality and equity (balance between genders
from growth to sustainability
from "winner-take-all" norm to sharing and caring

B. Transformation of processes
from corrupt to clean
from secretive to transparent
from hierarchical to participatory
from burdensome to empowering

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 FOUR COMPONENTS OF TRANSFORMATIONAL
16
LEADERSHIP
C. Transformation of institutions
from bureaucratic to egalitarian, responsive, and accountable

Moving from transactional leadership to transformational leadership requires a shift in leadership

functions.
1. People are taking more responsibility for their own decisions. This situation requires the leaders to
provide conditions for creativity and develop fewer levels of leadership-flatter structures.

2. Leaders concentrate on strategy to help people respond to the changing world. In this context,
transformational leadership is critical for an organization. The primary leader needs to come from the
ranks of members. Leadership cannot be left to the executives. The organization must grow its own
leaders.

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 FOUR COMPONENTS OF TRANSFORMATIONAL
17
LEADERSHIP
C. Transformation of institutions
from bureaucratic to egalitarian, responsive, and accountable

Moving from transactional leadership to transformational leadership requires a shift in leadership

functions.
1. People are taking more responsibility for their own decisions. This situation requires the leaders to
provide conditions for creativity and develop fewer levels of leadership-flatter structures.

2. Leaders concentrate on strategy to help people respond to the changing world. In this context,
transformational leadership is critical for an organization. The primary leader needs to come from the
ranks of members. Leadership cannot be left to the executives. The organization must grow its own
leaders.

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 FOUR COMPONENTS OF TRANSFORMATIONAL
18
LEADERSHIP
Transformational leadership has three types of functions: task functions, team functions, and individual
functions. There has to be balance among the three functions.
1. Transformational leadership and task functions:
Defining the tasks-involves others
Making the plan-involves others
Allocating the tasks-involves others rather than the leader giving out tasks
Controlling the tasks-uses peer pressure and self-control rather than being disciplinary
Checking the performance-more self-management within the transformational approach
Adjusting the plan-with group review

2. Transformational leadership and team functions:

Setting the standards-involves the group
Enforcing discipline

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 FOUR COMPONENTS OF TRANSFORMATIONAL
19
LEADERSHIP
Promoting team spirit
Encouraging and motivating
Developing sub-leaders
Communicating with the group-has to be open and honest
Training-lifelong learning process everyone needs to undergo

3. Transformational leadership and individual functions:

Attending to personal problems
Giving status pride
Praising individuals, enhancing confidence
Using abilities of the people within the organization-training as a continuing process
Involving individuals in decision-making processes

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 FOUR COMPONENTS OF TRANSFORMATIONAL
20
LEADERSHIP
Promoting team spirit
Encouraging and motivating
Developing sub-leaders
Communicating with the group-has to be open and honest
Training-lifelong learning process everyone needs to undergo

3. Transformational leadership and individual functions:

Attending to personal problems
Giving status pride
Praising individuals, enhancing confidence
Using abilities of the people within the organization-training as a continuing process
Involving individuals in decision-making processes

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 LEADERSHIP DEVELOPMENT 21
Develop a pool of leaders
find people with basic leadership qualities
widen the "catchment area"
assure a democratic process
Provide knowledge and skills
build leaders' personal capacities
recognize this as a lifelong process
Support active leaders
actively support leaders continuously and not to place them in
positions and leave them there

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VIRTUOUS CYCLE OF LEADERSHIP CONTROL 22
There has to be awareness of the framework through which transformational
leadership must operate, emphasizing that an active and informed membership is
critical to effective leadership.
A leader has wholehearted faith and belief in the rightness of a cause. A leader who
shows his her full support to an organization indirectly tells the members to do the
same.
1. A leader should be energetic, sympathetic, friendly, and understanding to ensure the
enthusiastic cooperation of followers.
2. He/She should have confidence in knowing and doing his/her job to gain the
confidence of followers.
3. He/She should be an example to followers.

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 SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE 23
Adopted from Seven Habits of Highly Effective People by Stephen Covey (2007)

1. Be proactive.
Proactive means being able to take responsibility for your life. You have the freedom to choose your
behavior and response to stimuli. Use your creativity and have some initiative. You are the one in
charge.

2. Begin with the end in mind.

Know where you want to go. When making plans and decisions, see to it that the time and effort that
will be spent conform to what you want to achieve. Envision your goal and make it happen.

3. Put first things first.

Practice self-management. Know your priorities

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SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE 24
4. Think win-win.
Look at life as a cooperative arena, not a competitive one. Enter agreements or make solutions that
are mutually beneficial and satisfying to both parties.

5. Seek first to understand, then to be understood.

Synergize. As the saying goes, "The best way to understand is to listen." The practice of empathy
governs this habit. It is about putting yourself in someone else's shoes. By listening to a person's
explanation, only then can you evaluate, probe, give advice, and interpret his/her feelings.

6. Synergize
The whole is greater than the sum of its parts. More tasks can be done if all things within reach are
maximized and utilized. Synergize is the habit of creative cooperation. Better results can be
produced as a group than as individuals

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SEVEN HABITS OF HIGHLY EFFECTIVE PEOPLE 25
7. Sharpen the saw.
What you have learned a couple of years back will have become outdated. Many things evolve and
develop so fast that you need to update through various food-for-the brain resources. A sense of
humor is vital to relieve tension and boredom as well as to defuse hostility. Effective leaders know
how to use humor to energize his/her followers. Humor is a form of power that provides some control
over the work environment even as it fosters camaraderie.

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 TEAMWORK 26

Teamwork is the collaborative effort of a group aiming to achieve a common goal,

essential in business settings. It requires individuals to set aside personal conflicts,
utilize their unique skills, and prioritize the group's needs. Many management
experts view a team as a group committed to a shared objective. Effective teamwork
is crucial for success, as seen in schools and workplaces where collaboration is
expected. In practice, team members focus on the goal, put aside differences, and
contribute enthusiastically to the project's success.

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 TIME MANAGEMENT 27
The following sections are adapted from Paulla Estes’ writing, edited by Niki Foster (May 28, 2012).

Time management is the practice of organizing and scheduling time to enhance productivity. With various
resources available, it has become essential in today’s fast-paced world. Effective time management is
important for everyone, including students, teachers, professionals, and homemakers who must balance
work and home life.

A key component is planning ahead, which may involve investing initial time to reorganize. Most guides
agree that the first step is to tidy your workspace, as an organized environment boosts productivity.
Tracking all weekly activities is also crucial, including daily tasks and personal time. This often reveals limited
time for rest, prompting the need to prioritize tasks. Ranking them from one to three can help clarify what’s
most important.

Finally, keeping a planner or calendar is helpful, but self-discipline is necessary to follow through. It’s also
important to carve out time for relaxation and enjoyment to avoid being overwhelmed by time management.

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 DECISION MAKING 28
Decision-making is a process that involves selecting the most logical choice from among
two or more options. An example is deciding whether to move to a new apartment, to live
with the in-laws, or stay in the same apartment. Making a decision is instrumental in the
survival and prosperity of human beings. The right choice is what sets an average
individual from the rest. Although the ability of making the correct decision within a short
span of time is a highly valued trait, we cannot simply follow a set of patterns when
deciding on a course of action at all points in time. There are different types of decision-
making that we do depending on the situation at hand.
Consider the following in decision-making:
1. Identification of alternative solutions
2. Evaluation of possible options to determine which one meets the decision objectives
3. Selection of the best option after an in-depth evaluation

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 INVOLVEMENT IN DECISION-MAKING 29
Every group has to make a decision at one time or another and all the members have to make a
commitment to choose the best option available. The following are the different types of involvement
in making decisions:

1. Consensus or agreement involves compromising various possibilities after all opinions have been
heard. Disagreements and minority viewpoints are discussed fully. Everyone feels free to express
himself/herself. This method helps build understanding, unity, cooperation, and commitment.

2. Majority voting is considered the most effective way to make a decision. However, one may lose the
interest or loyalty of the members of the minority who voted against the decision, especially if they feel
their side was not heard.

3. The minority is not consciously organized, but a few powerful personalities dominate the group, often
unconsciously. These people later wonder why the others are apathetic.

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 INVOLVEMENT IN DECISION-MAKING 30
4. The silent consensus of some groups leads to unanimous decisions. This type of involvement
in decision-making is rarely applied when tackling important issues. Unanimous agreement is
sometimes assumed when some members do not want to disagree and have chosen to stay
silent

5. The clique is a small group whose members plan beforehand to get their way in decision-
making. Because they are better organized than those who disagree, they are often successful
in getting/having their own way in resolving an immediate issue, but they bring a spirit of
rivalry, rather than cooperation, to the group.

6. The handclasp happens when one person makes a suggestion and another commends it.
Without further discussion, the matter is decided. Resentment, however, surfaces later on.

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 31
INVOLVEMENT IN DECISION-MAKING

7. The one-person decision is quickly made, but later when the decider
needs free or voluntary support from others to implement the decision,
he/she might find trouble getting it

8. The plop occurs when a group makes a decision by not making a decision
at all. Someone makes a suggestion, but it is dropped or junked altogether
and no one pays any attention to it

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 32
DIFFICULTIES IN DECISION-MAKING
1. Fear of consequences brings division and disagreement.

2. Conflicting loyalties of one person as a member of different groups

frequently leads to divided loyalties about decisions.

3. Interpersonal conflicts and personal differences evoke various feelings

among members, which interfere with sound decision-making.

4. Hidden agenda or secret motive can hinder decision-making for reasons

a ember does not share with the group

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DIFFICULTIES IN DECISION-MAKING 33
5. Blundering methods include using rigid procedure that leaves little room
for expressing differing views, substituting personal opinions for adequate
information, and disregarding proper consultation or consensus.

6. Inadequate leadership restricts the expression of opinions and

discussion on issues. Leaders fail to provide assistance in selecting
appropriate methods for decision-making or are insensitive to the factors
that cause difficulty in the group.

7. Clash of interest occurs when different groups or individuals within an

organization have opposing interests.
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THANK YOU!

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FUNDAMENTALS OF
GROUP DYNAMIC
CHAPTER 5

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 GROUP 01
Group is defined as two or more persons engaged in a social interaction. This implies
that each member of a group is aware of the other members and their influence. Some
psychologists consider this definition too general and prefer to limit the use of the term
group to a collection of individuals who find their association with one another
rewarding. Other say that the group exists only when the individual member have
developed status and role relationships with respect to one another. Still others insist
that the individuals must have a common goal in order for them to be considered an
group.

The existence of any group is assumed to depend on the participation and satisfaction of
the individuals comprising it.

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 02
GROUP DYNAMICS
The social process by which people interact in a small group and in a face-to-face
manner is called group dynamics. Dynamics comes from the Greek word dunamis which
means "force." Group dynamics then refers to the study of the forces operating within a
group.

FORCES FOUND IN SMALL GROUPS

Two key historical milestones in understanding small groups are the research conducted
by Elton Mayo and his associates in the 1920s and 1930s, and the experiments by Kurt
Lewin, who is regarded as the founder of group dynamics. Mayo found that formal groups
can significantly influence job satisfaction and productivity, while Lewin demonstrated
that various leadership styles elicit different responses from group members.

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 03
FORCES FOUND IN SMALL GROUPS
A group consists of individuals who come together to achieve a specific task or goal.
Group dynamics refers to the attitudes and behaviors within the group. Members of a
group share a sense of belonging and interact with one another. A group is more than
just a collection of individuals; it is a collective of personalities that engage in shared
activities and experiences. To be part of a group, one must actively participate in its
communal life. Group dynamics shape the structure of the group and determine how its
members function.

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 04
CONCEPTS OF SOCIAL GROUP
San Juan and Centeno (2011) present that "psychologically, man i rational being;
politically, he is a political and 1 power-seeking being; theologically, he is is said to be a
religious, God-seeking being; and sociologically, man is a gregarious social being seeking
the company of other social beings." The saying "No man is an island" explains that a
person cannot live satisfactorily by himself/herself alone. His/Her very existence and the
satisfaction of his/her needs and wants, as well as his/her happiness, depends to a large
degree upon his/her association with other people.

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 05
SPECIAL PROPERTIES OF GROUPS
The special properties of groups are illustrated by a simple lesson in mathematics, as in
one plus one equals three. This is a logical error in the world of mathematics. In the world
of group dynamics, however, this is rational. In a group, there is no such thing as merely a
composition of two people. It is their relationship that makes it three. For instance, salt
(sodium chloride) has different properties from the sodium and the chlorine elements
that form a group to make it (San Juan & Centeno, 2011). Group types are classified as
formal or informal in nature. Formal work groups are established by an organization to
achieve its goals

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 TYPES OF GROUPS 06
Groups are generally classified as follows:

1. Primary group is characterized by intimate face-to-face association and cooperation

among its members. It fundamentally forms the social nature and ideals of an individual.
It involves sympathy and mutual identification which is a form of natural expression (San
Juan & Centeno, 2011).

2. Secondary group consists of members who are aware and cognizant of personal
relationships, but they do not feel that their lives are bound with one another except in
time of social crisis. The members may be separated from one another by distance or by a
lack of personal physical contact. Nevertheless, they can share their interests through
correspondence, press, radio, telephone, or other means (San Juan & Centeno, 2011

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 CHARACTERISTICS OF A GROUP 07
Here are the important characteristics of a group:
1. Interaction is the pattern of mutual influence (physical, verbal, non-verbal, emotional,
etc.).

2. Structure is a stable pattern of relationships.

a. Roles deal with the behavior expected of members in a given position

b. Norms are the rules that identify and describe appropriate behavior. communication c.
Inter-member relations are i influenced by authority and

3. Goals are the reason for existence.

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 CHARACTERISTICS OF A GROUP 08

4. Perceived groupness is the extent in which members see themselves as one

(common fate, similarity, proximity).

5. Dynamic interdependency occurs when the members are active, energized vibrant, and
changing.

6. Motivation focuses on personal needs which-when attained-lead t satisfaction

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 KINDS OF FORMAL GROUPS 09

Formal groups are divided into the following:

1. Command groups are specified by the organizational chart and often composed of a
leader and the members who directly report to him/her.
Example: An academic department consisting of a chair and faculty members

2. Task groups consist of people who work together to achieve a common task Members
are brought together to accomplish a narrow range of goals within a specified time.
Examples: Ad hoc committees, project groups, standing committees

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 KINDS OF FORMAL GROUPS 10

3. Functional groups are created by an organization to accomplish specific

goals within an unspecified time frame. They continue to function even after
their goals have been achieved.
Example: A sales and marketing department

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 KINDS OF INFORMAL GROUPS 11
1. Interest groups usually continue over time and may last longer than
general informal groups. The goals and objectives of interest groups are
specific to each group and may not be related to organizational goals and
objectives.
Example: Students who come together to form a study group for a specific
class

2. Friendship groups are formed by individuals who enjoy similar social

activities, political beliefs, religious values, or other common bonds.
Members enjoy each other's company.
Examples: Students who have an exercise group or who meet for a so-called
jamming
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 KINDS OF INFORMAL GROUPS 12

3. Reference groups are composed of people who are evaluated for social
validation and social comparison. Social validation allows individuals to
justify their attitudes and value while social comparison helps individuals
evaluate their own actions by comparing themselves with others

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 KINDS OF INFORMAL GROUPS 13
Informal groups form naturally based on individuals' common interests and shared values.
Unlike formal groups, they exist for reasons beyond achieving organizational goals and do not
operate within a specific time frame. These groups are not officially recognized by an
organization, and members can invite others to join as they see fit.

Meetings serve various purposes, such as sharing information, providing advice, making
decisions, negotiating, coordinating, or engaging in creative discussions. Committees hold
specific types of meetings where members are given authority to address particular issues.

Research suggests that a group of five is often preferred for typical meetings (Davis 1982).
However, smaller groups can sometimes struggle with power conflicts. When membership
exceeds seven, communication may become centralized, as members have less opportunity to
interact with each other (Evangelista 1992).
GROUP 2
 NATIONAL SERVICE TRAINING PROGRAM

THANK YOU
Presented By : GROUP 2