1. Leadership Skills Development

2. What is a GROUP?
 2 or more individuals interacting with each
other in order to accomplish tasks

3. FOUR REQUIREMENTS FOR A
GROUP
1. Purpose – common GOALS are what motivates
the group
2. Leadership – structured so that responsibilities
are shared
3. Communication – connects members and
provides for exchange of ideas
4. Acceptance – members must not discriminate
within the group

4. What is Group Dynamics?
 The term “group dynamics” refers to the
complex forces that are acting upon every
group and causes it to behave the way it
does.
 Some things don’t change (static) – name,
constitution, and purpose
 Groups themselves are changing due to the
various forces that are acting upon them

5. Intrapersonal Forces
 The forces within a person:
1. Self-concept
2. Personality characteristics
3. Basic needs: food, water, shelter
4. Physical and emotional conditions
5. The need to feel as though they are
contributing
6. Objectives or plans that have nothing to do
with the group (hidden agenda)

6. Interpersonal Forces
 The forces acting among the group members.
1. Degree to which members know each other, like or
dislike each other, understand each other
2. Status of individuals – real or assumed
3. Assumptions regarding others, ideas, or attitudes
4. Communication among members
5. Behavior patterns of individuals

7. Environmental Forces
 The external forces surrounding the group.
1. Total environment: the physical setting and
arrangement of a meeting place, including
noise, temperature, comfort, time, conditions,
etc…
2. Forces generated by the way other members
act: voice, mannerisms, attitudes, speech,
patterns, vocabulary, etc…

8. Functional Roles Examples
 Initiator – Proposes or goals; Suggests a procedure or idea for problem
solving; Motivates the group to a higher activity level or higher quality
 The Gate-Keeper – Attempts to keep the lines of communication open;
Encourages ideas and participation; Proposes regulations to allow
communication to flow
 The Compromiser – Yields to another person to keep harmony in the group;
Compromises his/her own position for the effectiveness of the group
 The Information Seeker – Requests facts; Seeks relevant information about
group concerns; Asks for suggestions and ideas
 The Information Giver – Offers facts providing relevant information about
group concerns; States beliefs and gives suggestions
 The Harmonizer – Mediates differences among other members; Attempts to
reconcile disagreements; Relieves tension in conflict situations
 The Encourager – Agrees with and accepts the contributions of others;
Indicates warmth and solidarity in his/her attitude of group members; Offers
commendation and praise
 The Follower – Goes along with the movement of the group; Accepts the ideas
of others; Serves as an audience in group discussion and decision
 The Recorder – Writes down suggestion; makes a record of group decisions

9. Non-Functional Roles Examples
 The Aggressor – Deflates the status of others; Attacks the group of
the problem it is working on; Jokes aggressively; Tries to take
credit for another member’s contribution
 The Blocker – Tends to be negative and stubbornly resistant;
Disagrees and opposes without reason; Attempts to maintain or
bring back an issue after the group has rejected or by-passed it
 The Recognition Seeker – Works in various ways to call attention
to him or herself; boasts and reports on personal achievements;
Acts in unusual ways; Struggles to prevent being placed in an
inferior position
 The Playboy – Makes a display of his//her lack o f involvement; Is
cynical an nonchalant; Goofs off and cracks inappropriate jokes
 The Dominator – Asserts authority or superiority in manipulating
the group; Asserts superior status or right to attention; Gives
directions authoritatively; Interrupts the contributions of others
 The Deserter – Shows little or no interest in group activities;
Withdraws from any active participation in accomplishing the
groups tasks; Daydreams

10. Conflict Resolution
What is conflict?
A problematic situation where the concerns
or interests of two or more parties appear
incompatible.

11. Why does conflict exist in
organizations?
Because group members see the needs of the
organization differently due to different
values, goals and/or prior experiences

12. When conflict is ignored, or approached on
a win/lose basis:
 Communication breaks down
 Animosities develop
 The ability of the group to function is impaired
Conflict can be healthy if it is handled and
resolved amicably.

13. How can conflict be a positive force in
an organization?
 Can enhance a group or organization by exploring
differences that are created by the conflict. If it is
dealt with openly, people can be stimulated to
creativity, alternatives are considered, better ideas
are generated, a better course of action results,
and more positive relationships develop.
Most problems are caused by the way
people choose to handle conflict.

14. Ways of Dealing with
Organizational Conflict
 Competition – “I win. You lose.” I get all my
needs met; you get nothing
 Accommodation – “I lose. You Win.” I give in;
you get everything.
 Avoidance – “I lose. You lose.” Neither of us
gets anything.
 Compromise – “We both win. We both lose.”
Each of us gets a little and gives a little.
 Collaboration – “No win – no lose.” We
redefine the problem and find a creative
solution that satisfies both of our needs.

15. Conflict Intervention and
Prevention
 Behavior Management – You are responsible for your own behavior.
Your behavior and the behavior of the other members greatly influences the
effectiveness of each session.
 Showing you Care –Be welcoming, greet members by name and with a
smile, be interested in them, laugh with others but not at them or their
mistakes, be aware of accomplishments and take time to compliment them on
their involvement and efforts
 Using the Right Words – Ask “What do you understand?” vs. “What
don’t you understand?” People don’t like to admit when they are confused. Use
encouragement to motivate, give praise and recognition when needed.
 Gaining and Maintaining Control – As a leader, you might be
tested as group members may see how far they can push the rules. Three keys
that will work with control: be firm – establish limits of behavior, be fair-
people accept rules that are fairly set and applied, be consistent, difficult to
follow a rule that keeps changing or is sporadically applied.

16. Types of Behavior
 Passive Behavior – allow others to choose
for you, lose in win-lose situations. Others
achieve their goals at your expense.
 Aggressive Behavior – choose for others,
win-lose situations you must win. Self-
enhancing, direct,
 Assertive Behavior – choose for self,
convert win-lose situations into win-win,
appropriately honest, self-respecting, direct,
straight forward

17. Constructive Criticism
 “I” vs. “You” Statements:
 You take control over your feelings and thoughts, instead of
trying to take power from others.
 Ex: “I don’t like the way you treat people” VS “You shouldn’t say
that”
 Problem vs. Person:
 Focus on the problem you wish to resolve, not the person
involved in the problem
 Specific vs. Vague:
 Know exactly what problem you are addressing. Vagueness will
not pinpoint the problem but may in fact hinder the resolution
of that problem
 Timely vs. Untimely:
 Give your feedback as soon as a problem arises. You do not
want to dredge up the past. Focus on what is going on here and
now.

18. Constructive Criticism Cont’d
 Brief vs. Lengthy:
 Avoid drowning the receiver in criticism. Make it short and to the
point.
 Sometimes/Often vs. Always Never:
 Use “sometimes” or “often.” Very few situations in this world
“always” or “never” happen, although we are tempted to say they do.
 Effect vs. Cause:
 Explain the effect of the problem rather than the cause. By
examining the effect, the basis for criticism is clear. Identifying the
cause once again places blame.
 Changeable vs. Non-changeable:
 Be critical of problems that can be changed. Effective, constructive
criticism forces on changeable matters. Non-changeable situations
can only be hindered by criticism.
 The Final Statement:
 Always try to finish the conversation on a positive note. Pick out
something that will encourage the person to improve and motivate
them.