UNIT 4

GROUPS AND TEAM DYNAMICS

GROUP:
A group is a collection of individuals who interact with each other, share common goals, and
work together to achieve these goals. Group members often influence one another and form
relationships based on mutual interests, needs, or objectives.

GROUP BEHAVIOUR & DYNAMICS:

Group Behavior and Group Dynamics are both concerned with how people act and interact in
groups. While group behavior refers to the actions and attitudes of individuals within a group,
group dynamics focuses on the patterns of interaction and relationships that develop among
group members.
Group Behavior:
Group behavior refers to the way individuals act when they are part of a group. It includes how
people interact, follow rules, and contribute to achieving group goals.
Key Elements of Group Behavior:
1. Norms: Unwritten rules that guide how members should behave (e.g., punctuality in
meetings).
2. Roles: The specific tasks or positions individuals take on (e.g., leader, helper,
decision-maker).
3. Cohesion: The sense of unity and togetherness within a group (e.g., a team working well
together).
4. Communication: The way information is exchanged within the group (e.g., discussions,
emails, meetings).
5. Decision-Making: The process by which the group makes decisions (e.g., voting or
consensus).
Group Dynamics:
Group dynamics refers to the study of how people behave and influence one another within a
group. It looks at how group structure, roles, and norms shape the interactions among
members.
Key Concepts of Group Dynamics:
1. Roles: Every group member plays a role that helps organize tasks and responsibilities.
These can be formal (e.g., leader) or informal (e.g., motivator).
○ Example: In a work team, the leader might assign tasks, while a team member
may take on the role of helping others with their tasks.
2. Norms: These are the shared expectations about behavior within the group.
○ Example: A group might develop a norm where everyone listens without
interrupting during meetings.
3. Cohesion: The emotional bond and trust that exists between group members, which
affects how well they work together.
 ○ Example: High cohesion in a team often leads to better cooperation and
collaboration.
4. Communication: Effective group dynamics rely on good communication. Poor
communication can lead to misunderstandings and conflict.
○ Example: Regular team meetings help ensure everyone is informed and on the
same page.
5. Conflict: Disagreements can arise in any group, but how these conflicts are handled
influences group success.
○ Example: A group may have a disagreement on a project approach, but resolving
it constructively can improve the final outcome.
6. Groupthink: A negative phenomenon where the desire for harmony in the group leads to
poor decision-making. Members may suppress their own opinions to avoid conflict.
○ Example: A team might go along with a decision they aren't sure about just to
avoid arguing.
7. Leadership: The behavior of a leader significantly impacts group dynamics. Leaders
guide, motivate, and ensure the group stays focused on its goals.
○ Example: A strong leader in a team can help resolve conflicts and keep the group
on track.

TYPES OF GROUPS:
Types of Formal Groups:
1. Command Group: Formed by individuals reporting to a manager (e.g., department
teams).
2. Task Group: Created to complete a specific task or project (e.g., project teams).
3. Functional Group: Groups with similar tasks or roles (e.g., marketing team, finance
team).
4. Committee: A group formed to address specific issues (e.g., safety committee).
5. Work Group: Focuses on day-to-day operations (e.g., customer service team).
Types of Informal Groups:
1. Friendship Group: Formed based on personal relationships (e.g., colleagues who
socialize).
2. Interest Group: Based on shared hobbies or interests (e.g., book club, sports group).
3. Support Group: Created to provide emotional or professional support (e.g., peer support
groups).
4. Clique: Close-knit, exclusive social group (e.g., tight group of friends at work).
5. Cultural/Social Group: Based on shared cultural or social backgrounds (e.g., regional or
ethnic groups).

THE FIVE STAGE MODEL OF GROUP DEVELOPMENT:

This model, proposed by Bruce Tuckman in 1965, outlines the stages groups typically go
through as they develop and mature. Each stage represents a different phase of group behavior
and dynamics.
1. Forming:
● Description: The initial stage when the group is first formed. Members are introduced,
and the primary focus is on understanding the group's purpose, roles, and expectations.
● Characteristics:
 ○ Uncertainty and anxiety among members.
○ Members are polite, reserved, and cautious.
○ Group leader provides direction.
● Example: A new project team at work meets for the first time to discuss roles and goals.
2. Storming:
● Description: The stage where conflicts and disagreements arise as group members
begin to push boundaries and challenge the group’s direction.
● Characteristics:
○ Power struggles and competition for leadership roles.
○ Members may resist authority or struggle with differences in opinion.
○ Tensions rise as individuals begin expressing their opinions.
● Example: Team members argue over the best approach to completing a project or
managing resources.
3. Norming:
● Description: The stage where group members begin to resolve their differences,
establish norms, and develop closer relationships. Cooperation and collaboration
increase.
● Characteristics:
○ Conflicts from the storming phase are resolved.
○ Roles and expectations are clarified.
○ A sense of unity and teamwork develops.
● Example: Team members agree on roles and responsibilities and work harmoniously to
achieve goals.
4. Performing:
● Description: The group is now functioning at a high level of efficiency. Members work
effectively and independently to achieve the group’s objectives.
● Characteristics:
○ High levels of cooperation, trust, and motivation.
○ Focus is on achieving the group's goals.
○ Group is productive and can solve problems collaboratively.
● Example: The team completes tasks successfully and delivers results on time.
5. Adjourning (or Mourning):
● Description: The final stage where the group disbands after achieving its objectives.
Members reflect on their achievements and relationships.
● Characteristics:
○ The group’s work is completed, and members move on to new tasks.
○ There may be feelings of loss or sadness as the group disbands.
○ Members evaluate their experiences and prepare for future projects.
● Example: A project team completes its task, and members move on to new roles or
teams.

TEAM EFFECTIVENESS AND TEAM BUILDING:

#Effectiveness-
Team effectiveness refers to how well a team achieves its goals, performs tasks, and
collaborates efficiently. It’s a measure of the team's overall performance and its ability to meet
both individual and organizational objectives.
● Clear goals
● Good communication
● Defined roles
 ● Trust and respect
● Collaboration
● Effective leadership

#Building-
Team building refers to the process of creating a cohesive and collaborative team. It focuses on
improving interpersonal relationships, developing communication, and fostering a positive group
dynamic.
● Team exercises
● Workshops and training
● Regular feedback
● Celebrating successes
● Team bonding activities

LEADERSHIP:
Leadership is the ability to guide, influence, and inspire a group of individuals to achieve
common goals. It involves motivating, directing, and creating a vision for the team or
organization.

1. Vision: Leaders set clear goals and direction for the team.
2. Motivation: They inspire and motivate others to work towards those goals.
3. Influence: Leaders influence people to follow them willingly.
4. Decision-Making: They make decisions that guide the team’s progress.
5. Communication: Effective communication helps in aligning the team with goals.
6. Empathy: Understanding team members’ needs and providing support.

MANAGER VS LEADER
Aspect Manager Leader

1. Focus Focuses on tasks and Focuses on vision and people.

processes.

2. Role Organizes and coordinates Inspires and motivates followers.

resources.

3. Decision Making Makes decisions based on Makes decisions based on

data and rules. intuition and vision.

4. Authority Relies on formal power and Relies on influence and respect.

hierarchy.

5. Motivation Uses rewards and Inspires through enthusiasm and

punishments. example.

6. Change Prefers stability and control. Embraces and drives change.

7. Risk Taking Avoids risk and uncertainty. Willing to take risks for growth.
 8. Focus on Time Focuses on short-term goals Focuses on long-term goals and
and deadlines. growth.

9. Communication Often top-down and directive. Open, two-way communication.

10. Relationship with Manager-subordinate Leader-follower relationship.

Team relationship.

LEADERSHIP TRAITS:
Visionary: Clear future goals and direction.
Integrity: Honest and ethical behavior.
Confidence: Self-assured and inspiring.
Empathy: Understanding others' feelings.
Communication: Clear and effective expression.
Decisiveness: Quick and informed decision-making.
Adaptability: Adjusts to changes and challenges.
Emotional Intelligence: Managing emotions and understanding others.
Resilience: Bounces back from setbacks.
Accountability: Takes responsibility for actions and outcomes.

LEADERSHIP TYPES:
Autocratic Leadership:
● Definition: Leader makes decisions without team input.
● Characteristics: One-way communication, strict supervision.
● Advantages: Quick decisions, clear direction.
● Disadvantages: Low morale, stifled creativity.
● Example: Military commander giving orders.
Democratic Leadership:
● Definition: Leader involves team in decision-making.
● Characteristics: Collaboration, open communication, team feedback.
● Advantages: High morale, encourages creativity.
● Disadvantages: Slower decision-making.
● Example: Project manager seeking input before decisions.
Delegative Leadership:
● Definition: Leader gives team freedom to make decisions.
● Characteristics: Minimal interference, high autonomy.
● Advantages: Encourages independence, responsibility.
● Disadvantages: Risk of confusion or low productivity.
● Example: Creative director giving freedom to the team.

LEADERSHIP PRINCIPLES FROM INDIAN EPICS AND SCRIPTURES:

1. Dharma (Righteousness): Uphold ethical values and fulfill duties with integrity, like Lord
Rama and Yudhishthira.
2. Strategic Thinking: Plan and adapt to challenges, as Krishna did before the
Kurukshetra War.
 3. Sacrifice for the Greater Good: Be selfless for the welfare of others, as seen in Lord
Rama's exile and Karna's loyalty.
4. Leading by Example: Be a role model, as Lord Rama demonstrated through his
virtuous life.
5. Wisdom in Adversity: Stay calm and offer guidance in difficult situations, like Krishna’s
counsel to Arjuna.
6. Delegation and Empowerment: Empower others based on their strengths, as Krishna
did with the Pandavas.
7. Communication and Diplomacy: Use clear communication and negotiation skills, as
Krishna did with the Kauravas.
8. Patience and Persistence: Stay focused and patient, like Lord Rama on his mission to
rescue Sita.
9. Humility and Self-awareness: Leaders should remain humble and self-aware, as
exemplified by Yudhishthira.

Managerial Grid Theory of Leadership:

The Managerial Grid Theory identifies different leadership styles based on two factors: concern
for people and concern for production. Here’s a simplified explanation with examples:
1. Impoverished Management:
● Low concern for people and low concern for production.
● Example: A manager who avoids making decisions, doesn't care about team needs, and
doesn't prioritize achieving goals. This could be a leader who is disengaged, leading to
poor morale and lack of direction in the team.
● Example Situation: A store manager who doesn't offer guidance to staff, neglects
employee concerns, and fails to meet sales targets.
2. Country Club Management:
● High concern for people and low concern for production.
● Example: A manager who focuses more on creating a comfortable work environment
and being liked, but neglects task completion or organizational goals.
● Example Situation: A supervisor who spends a lot of time bonding with employees and
organizing social events but doesn't push them to meet deadlines or targets, resulting in
low productivity.
3. Task Management :
● High concern for production and low concern for people.
● Example: A manager who is highly focused on achieving goals and getting tasks done
but ignores the well-being and needs of their team members.
● Example Situation: A production line manager who pushes employees to work long
hours to meet quotas, showing little regard for their personal lives or job satisfaction.
4. Middle-of-the-Road Management:
● Moderate concern for people and moderate concern for production.
● Example: A manager who tries to balance tasks and people, but not effectively, leading
to average results in both areas.
● Example Situation: A project manager who occasionally checks in with the team and
sets reasonable targets, but doesn't push for excellence in either employee development
or project results.
5. Team Management:
● High concern for both people and production.
● Example: A leader who effectively balances getting results with taking care of the team’s
needs. This style fosters high morale and productivity.
 ● Example Situation: A team leader who motivates the team to achieve high sales targets,
provides regular feedback and support, and cares about their work-life balance. As a
result, the team is highly engaged, productive, and satisfied.
In summary, Team Management is the most effective leadership style because it balances both
achieving organizational goals and ensuring team satisfaction.

PATH GOAL THEORY:

The Path-Goal Theory of Leadership, developed by Robert House, focuses on a leader’s role in
helping followers achieve their goals by providing direction, support, and removing obstacles.
The leader should adapt their style based on the team’s needs and the work environment.
Key Leadership Styles:
1. Directive Leadership: Giving clear instructions and structure, useful when tasks are
unclear.
Example: A manager explaining every step to a new employee.
2. Supportive Leadership: Being friendly and supportive, effective when employees are
stressed or need motivation.
Example: A supervisor encouraging a team facing a tough deadline.
3. Participative Leadership: Involving employees in decision-making, effective with skilled
and motivated teams.
Example: A manager seeking input from the team on a new project.
4. Achievement-Oriented Leadership: Setting challenging goals and motivating employees
to meet high standards.
Example: A coach pushing a sports team to meet high-performance targets.
Process:
1. Identify goals: Understand employee motivations.
2. Clarify the path: Remove obstacles and provide support.
3. Provide support: Adapt leadership style to team needs.
4. Ensure rewards: Link goal achievement to rewards.
In short, the Path-Goal Theory emphasizes that leaders should be flexible and adapt their style
to help employees reach their goals, boosting motivation and performance.
SITUATIONAL LEADERSHIP MODEL:
The Situational Leadership Model, developed by Hersey and Blanchard, suggests that effective
leadership depends on the maturity level of followers, and leaders should adjust their style
accordingly.
Leadership Styles:
1. Telling (S1) – High task, low relationship: The leader gives clear instructions and
supervises closely.
○ Use when: Followers are new or lack skills.
○ Example: A new employee needing clear directions.
2. Selling (S2) – High task, high relationship: The leader guides and motivates, providing
direction and support.
○ Use when: Followers are capable but need encouragement.
○ Example: A team member who needs guidance to build confidence.
3. Participating (S3) – Low task, high relationship: The leader involves the team in
decision-making, providing support and encouragement.
○ Use when: Followers are skilled but need motivation.
○ Example: A skilled employee needing a boost in confidence.
4. Delegating (S4) – Low task, low relationship: The leader delegates tasks with little
direction, trusting followers to take ownership.
○ Use when: Followers are highly skilled and motivated.
○ Example: An experienced employee who can work independently.
Maturity Levels:
● M1: Low ability and motivation.
● M2: Some ability, low confidence.
● M3: Skilled but needs encouragement.
● M4: Highly skilled and motivated.
Conclusion:
Leaders should adapt their style based on followers' maturity level, using more direction for less
experienced followers and more delegation for highly experienced ones. This flexibility boosts
motivation and performance.