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Dynamics of leadership
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This week’s report deals with the concept of in and out-groups. As we begin, we will be looking into what exactly makes an in and out-group. We will also study the concepts of in and out-groups. Once we wrap up the first portion of the research we will immediately be going into our second section. The second portion will consist of describing a personal example in which I was part of an in-group situation. Once I divulge my personal example, I will be describing a situation in which a colleague of mine found himself in an out-group situation. Once we study these two situations, the report will navigate into the third portion in which we will be analyzing and explaining some of the differences between my in-group situation and my colleague’s out-group experience. As we move into the fourth section of the report, we will be looking into how in-groups and out-groups affect organizations and their employees. The fifth section of the report will explain how the out-group situation in which my colleague found himself was directly caused by an extend of a non-task related factors. Finally, as we reach the final section of the report, the report will describe some of the implications that can occur when leader’s develop a relationship with their followers. The concepts of in & out-groups As we begin this report, I would like to take the opportunity to thank the Human Resources department for giving me this opportunity to present this information to each and every one of you. As we begin this research we will be speaking in regards to the concept that makes in and out groups Let us now begin by speaking in regards to the concept of in and out groups. According to Bierstedt (1963), an in-group and out-group have n... ... middle of paper ... ...on five asked to what extent was membership into the out-group based on task related performance factors and non-task related factors. We described how the situation in which my colleague found himself was solely based on a non –tasked factor and not once were his task related factors taken into consideration. Finally to finish the report, we spoke in regards to the implications that can come from relationships that are developed through leaders and their followers. Works Cited Bierstedt, R. (1963). The Social Order. Retrieved February 26, 2012, from http://web.missouri.edu/~hartmanj/rs150/inoutgroup.html In-Group Bias. (2012). Retrieved February 27, 2012, from http://changingminds.org/explanations/theories/in-group_bias.htm Nahavandi, A. (2011). The Art And Science of Leadership (6 ed.). Upper Saddle River, NJ: Prentice Hall.
The avoidance group is people who we want to distance ourselves from. The author states that the reason we do this is because we want our behavior to be like the group wants us to be, and if anybody disagrees we stay away from them. The final group is We like to do it in groups. The first point is Phenomenon Deindividuation. Phenomenon Deindividuation is where a individual indentities becomes lost with in a group. The second point is Group shopping. Group shopping and behavior and home shoppong parties: People more likely to buy more when shopping in a group, where pressure to crnform may be intense (bandwagon effect). The reason we do this is because if we dont buy what everyone else is buying then we can become a outcast. The last part of the story is Conformity. Conformity is a change in beliefs or actions as a reaction to real or imagined group. The norms of conformity are unspoken rules that grovern many aspects of consumption. There are five factors that influence of conformity. They are: Cultural Pressures, Fear Of Deviance, Commitment, Group Unanimity, Size, and Expertise and finally Susceptibility to Interpersonal
Pierce, Jon L. and John W. Newstrom (2011) 6th edition. Leaders and the Leadership Process.
In-group relationships were built through activities that will promote group identification. Stereotypes were assumed, such as believing that in-group members are brave and friendly (described in favourable terms) and members of the other group – sneaky (unfavourable terms). Hostility developed rapidly, followed by bitter conflict. The experiment focused heavily on the concept of a 'group ' and what a perception of belonging to a group can actually do to the relationships of members within it and their relationships with people outside their group. Sherif remarked that anyone who came in at this point would have concluded that these youngsters were wicked and vicious. However, it was group processes rather than the personality that had produced the conflict. However, in one of Sherif’s studies, which, unfortunately, was never published, they refused to be divided and, together, they resisted attempts by the experimenters to set them against each other.
Engleberg, Isa N. and Dianna R. Wynn. Working in Groups. 6th ed. Boston: Pearson, 2012. Print.
Kouzes, J., & Posner, B., (2007). The leadership challenge, (4th ed.). San Francisco, CA: Jossey-
Groups are an essential component of society as they allow individuals to affiliate themselves with certain people, typically those who are most similar to themselves. Groups also provide social support and a greater sense of belonging for the individual, which is not provided by crowds. Due to the significance of groups, it is important that groups are maintained in organized structures that encourages group harmony and group cohesion. It is essentially the leader’s task to maintain these ideals since the leader has authority over the members of the group.
The first chapter of “Working in Groups” focuses on group communication, the first aspect being the key elements of group communication (Engleberg and
Part I; Basic Elements of Group Process: An Overview is comprised of chapters 1-5. This section is obviously an overview of the various types of groups and discusses some general principles that can be applied in working with culturally diverse groups. Part I also covers some basic group leadership issues, ethical issues in group work, and the stages in the evolution of a group, from formation to termination and follow up.
Mlls, D. Q. (2005). Leadership How to Lead, How to Live. Boston: Harvad Business School Press.
Swiatek, M. A. (1997). Answers to common questions about ability grouping. Retrieved April 5, 2004, from http://www.cmu.edu/cmites/abilitygrouping.html
Northouse, P. (2010). Leadership: Theory and practice (5th ed.). Thousand Oaks, CA: Sage Publications, Inc.
Stewart, G., Manz, C., & Sims, H., (1999). Teamwork and Group Dynamics. New York: Wiley. pp. 70- 125.
Lussier, R.N. & Achua, C.F. (2010). Leadership: Theory, application, skill development (5th ed.). Mason, OH: South-Western.
Kongvongxay, M. & Chatillion, R. (2013). Tuckman’s Five Stages of Group Development. Retrieved from http://www.slideshare.net/perspectum/5-stages-of-group-development-norms-tuckman-16474067
Several experiments and researches have been conducted that have focused on how people behave in groups. The findings have revealed that groups affect peoples’ attitudes, behavior and perceptions. Groups are essential for personal life, as well as in work life.