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FACTORS OR FORCES

AFFECTING GROUP DYNAMICS


@PV_REYES

GROUP DYNAMICS
REFERS TO PROCESSES OR RECURRENT PATTERNS OF
INTERACTION IN A SOCIAL GROUP
A FIELD OF SOCIAL PSYCHOLOGY CONCERNED WITH THE
NATURE OF HUMAN GROUPS, THEIR DEVELOPMENT, AND
THEIR INTERACTIONS WITH INDIVIDUALS, OTHER GROUPS,
AND LARGER ORGANIZATIONS (DICTIONARY.COM)

GROUP SIZE

MOTIVATIONA
L BASE
SHARED BY
INDIVIDUALS

THE KIND
OF GROUP
COHESIO
N
LEADERS
HIP

TYPE OF
GROUP GOALS

SOCIAL
CONFORMITY

GROUP DECISIONMAKING

GROUP SIZE
SIZE IS A LIMITING CONDITION ON THE AMOUNT AND
QUALITY OF INTERACTION AND COMMUNICATION THAT
CAN OCCUR AMONG INDIVIDUALS.
AMONG THESE ARE THE DIVISION OF LABOR, THE
GROUP STRUCTURE, THE TYPE OF LEADERSHIP, AND
THE COMMUNICATION PATTERN.

TYPE OF GROUP GOALS


A GROUP WILL DEVELOP STRUCTURAL FORMS OR
ARRANGEMENT THAT WILL FACILITATE THE ATTAINMENT
OF ITS GOALS.
INVERSELY, IT WILL BLOCK STRUCTURAL FORMS THAT
WILL SLOW DOWN THE PURSUIT OF ITS GOALS.

MOTIVATIONAL BASE SHARED BY


INDIVIDUALS
PEOPLE BOUND BY MUTUAL OR SHARED INTERESTS,
COMMON GOALS, EXPECTATIONS, OR EVEN THE
PURSUIT OF NEFARIOUS ACTIVITIES ORGANIZED
THEMSELVES AND SECURE RESULT THROUGH GROUP
CONCERTED ACTION.

THE KIND OF GROUP COHESION


MEMBERS SHOW A SENSE OF HONOR AS THEY
DEVELOP THE GROUPS CODE OF HONOR
WHEN NEEDS OF THE MEMBERS ARE SATISFIED BY
THE GROUP, COHESION WILL BE STRONG AND THE
GROUP IS UNLIKELY TO BREAK-UP.
WHEN MORALE AND CAMARADERIE OF THE GROUP
IS LOW, THE POSSIBILITY OF BREAK IS HIGH.

SOCIAL CONFORMITY
WHATEVER THE GROUP EVOLVE GROUP NORMS AND
CONFORM TO THEM TO ACHIEVE GOALS.

GROUP DECISION-MAKING
ORIENTATION - MEMBERS ANALYZE THE TASK BEFORE THEM,
EXCHANGE DATA, AND OFFER POSSIBLE SOLUTIONS.
EVALUATION - THE GROUP EVALUATES THE INFORMATION IT HAS
COLLECTED.
REACHING A DECISION - MEMBER DECIDE TO PUT ASIDE THEIR
FEARS AND MISGIVINGS AND INSTEAD CONCENTRATE ON
MAKING THE BEST OF THINGS.
RESTORING EQUILIBRIUM - MEMBERS STRESS THE IMPORTANCE
OF GROUP SOLIDARITY. IT IS A PERIOD OF JOKING AND INFORMAL
BANTERS TO DRAW DISSENTERS INTO THE FIELD.

LEADERSHIP
IT IS THE PROCESS OF INFLUENCING THE ACTIVITIES OF
INDIVIDUALS IN A GROUP TOWARDS THE ATTAINMENT
OF GROUP GOALS IN A GIVEN SITUATION.
IT IMPLIES THE EXISTENCE OF PARTICULAR INFLUENCE
RELATIONSHIP BETWEEN TWO OR MORE PERSONS.

LEADERSHIP
LIVES OF GREAT MEN ALL REMIND US WE CAN MAKE OUR
LIFE SUBLIME, AND PARTING LEAVE BEHIND US FOOTPRINTS
IN THE SANDS OF TIME

LEADERSHIP
IN ALL SOCIETIES, THERE IS ALWAYS A MAN OR A
WOMAN WHO LEADS THE PEOPLE.
ONE WHO STANDS TALL AMONG THE REST.
ONE WHO KNOWS THE WAY, SHOWS THE WAY, AND
LEADS THE WAY.

WHY DO WE NEED LEADERS?


TO DIRECT VARIOUS TASKS AND PROVIDE SUPPORT TO
GROUP MEMBERS (TASK LEADERSHIP)
THE ACT OF MAINTAINING GOOD SPIRITS (SOCIOEMOTIONAL LEADERSHIP)

DIPLOMACY

INTELLIGEN
CE
TACT

ENTHUSIASM

SELFCONFIDENCE

QUALITIES OF A
LEADER

CHARISMA
INVOLVEMEN
T

DOMINANCE

DETERMINATI
ON
HIGH SENSE OF
INTEGRITY

COURAGE

STUDIES HAVE SHOWN THAT ATTEMPTS TO ATTRIBUTE


LEADERSHIP ON THE BASIS OF PERSONALITY TRAITS ALONE
HAVE CONSISTENTLY FAILED.
LEADERSHIP DEPENDS MORE ON THE SITUATION AND THE
NEED TO BE SATISFIED AT THAT GIVEN SITUATION THAN ON
THE PERSON.
MANY PEOPLE DEEMED MOST APPROPRIATE TO LEAD AT ANY
GIVEN MOMENT MAY CHANGE AS THE SITUATION CHANGES.

STYLES OF LEADERSHIP

FUNCTIONAL LEADERSHIP
STATUS LEADERSHIP
TASK-ORIENTED LEADERSHIP
RELATIONSHIP OR PERSON-ORIENTED LEADERSHIP
TRANSACTIONAL LEADERSHIP
AUTHORITARIAN LEADERSHIP
DEMOCRATIC LEADERSHIP
TRADITION-ORIENTED LEADERSHIP
DEVELOPMENT ORIENTED LEADERSHIP

FUNCTIONAL LEADERSHIP
THE FUNCTIONAL LEADER NEED NOT TO OCCUPY A
VANTAGE POSITION BUT HE/SHE IS ACCEPTED BY THE
GROUP BECAUSE HE/SHE WIELDS INFLUENCE ON THE
THINKING AND BEHAVIOR OF THE MEMBERS.
FUNCTIONAL OR OPERATIONAL LEADERSHIP
SOMETIMES CALLED EMERGING LEADERSHIP

IS

STATUS LEADERSHIP
THE STATUS LEADER OCCUPIES A POSITION OF
AUTHORITY SUCH AS THE MANAGER, DIRECTOR,
PRINCIPAL, OR SUPERVISOR.
HE/SHE HOLDS A VANTAGE POSITION AND IS ACCEPTED
AS LEADER ONLY BECAUSE OF INNATE BUREAUCRATIC
FEAR OF A PERSON IN AUTHORITY

TASK- ORIENTED LEADERSHIP


A TASK-ORIENTED LEADERSHIP IS PRODUCTION
ORIENTED AND GIVES EMPHASIS TO THE NEEDS AND
GOALS OF THE ORGANIZATION.

RELATIONSHIP OR PERSON-ORIENTED
LEADERSHIP
A PERSON-ORIENTED LEADER STRESSES BUILDING
AND MAINTAINING GOOD PERSONAL RELATIONS
BETWEEN HIMSELF AND HIS FOLLOWERS.
HE HAS MORE CONCERN FOR THE NEEDS AND
FEELINGS OF THE INDIVIDUALS IN THE ORGANIZATION.

TRANSACTIONAL LEADERSHIP
HE SETS HIGH STANDARD OF PERFORMANCE BUT
TAKES INTEREST IN EVERYONE.
A TRANSACTIONAL LEADER SCORES HIGH BOTH ON
TASKS AND RELATIONSHIPS.

AUTHORITARIAN LEADERSHIP
THE AUTHORITARIAN LEADERSHIP LEADER DECIDES ON
THE GOALS TO BE ACHIEVED AND PRESCRIBES HOW
THIS IS TO BE ACHIEVED.
S/HE ASSUMES THAT S/HE IS MORE EXPERIENCED,
MORE INTELLIGENT AND BETTER TRAINED THAN ANY
AND ALL MEMBERS OF THE GROUP.

DEMOCRATIC LEADERSHIP
A DEMOCRATIC LEADER ENGAGES IN COOPERATIVE
PLANNING. HE BELIEVES THAT THE MEMBERS OF THE
GROUP ARE AS CAPABLE AS HE IS IN MAKING
DECISIONS IN RELATION WITH THEIR PARTICULAR
TRAINING AND EXPERIENCE.

TRADITION- ORIENTED LEADERSHIP


A TRADITION-ORIENTED LEADER CLINGS TENACIOUSLY
TO ESTABLISHED PRACTICES AND NORMS AND
PERCEIVES CHANGE WITH NO LITTLE APPREHENSION
AND DISTRUST.

DEVELOPMENT- ORIENTED LEADERSHIP


A
DEVELOPMENT-ORIENTED
LEADER
CONCEIVES
CHANGE AS A COMPONENT OF DEVELOPMENT, MAKING
SURE THAT WHATEVER CHANGES ADOPTED SHALL
IMPROVE
THE
DELIVERY
SYSTEM
OF
THE
ORGANIZATION,
AND
CONSEQUENTLY
THE
ORGANIZATIONAL PRODUCT.

THANK YOU