Creating Effective Teams: A Guide for Members and Leaders by Susan A. Wheelan

Author:Susan A. Wheelan [Wheelan, Susan A.]
Language: eng
Format: epub
ISBN: 9781483390994
Publisher: SAGE Publications
Published: 2014-11-10T23:00:00+00:00

Given the previous discussion, a group is not always successful in altering its perceptions, or the leader’s perceptions, of the leadership role. Also, even if the group’s perceptions change, the leader may force or coerce the group into continuing to respond as it did in Stage 1. Should the group fail to alter its perceptions, it will regress to the dependency stage of group development. Should the leader and group disagree about the leader’s role and be unable to resolve this controversy, a prolonged fight for power and control is likely to occur. The group will then remain in Stage 2 for an extended period of time. Should that happen, the group’s cohesiveness, social structure, and productivity will be adversely affected. Power struggles, fights, and the like will take precedence over goal achievement, efficiency, and productivity.

Effective leaders expect challenges to their authority and expect member demands for more participation in running the group. These leaders see those challenges and demands as a positive sign of group progress and not as threats to their authority. They respond to these challenges by slowly beginning to empower group members to participate more equally in group management functions. Effective leaders do this slowly, because it will take members some time to work out conflicts and roles with regard to group management. Giving up the reins all at once could be disruptive. A slower redistribution of power will be most effective.

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