Drawing on the Prescribed Text And/or Relevant Academic Literature, Discuss How Leadership Behaviour May Influence the Group Dynamics in Organisations

STUDENT NUMBER:        1736486/1

COURSE:                         Organisational Behaviour

DEPARTMENT:                     Leadership and Management

LECTURER:                         Ms. Lleanna Pereira

MODULE NO.:                MOD001122

ASSIGNMENT:                Element 010

WORD COUNT:                800

TERMS OF REFERENCE

Drawing on the prescribed text and/or relevant academic literature, discuss how leadership behaviour may influence (positively or negatively) the group dynamics in organisations.  

Identify and critically discuss traditional and contemporary theory. Support your ideas and arguments with material from the academic literature.  

TO:        MODULE LECTURER FOR ORGANISATIONAL BEHAVIOUR

 MODULE CODE 001120

ANGLIA RUSKIN UNIVERSITY

Date of Submission of Assignment: April 3, 2018

TABLE OF CONTENTS

1. Introduction: .…………………………………………………………...……1

1. Discussion: ……………………………………………….…………………...1

1. Conclusion: ………………………………………………… ...……………...3

References: …..………………………………………………………..……...3

Bibliography: ……………………………………………………...……….....5

1. INTRODUCTION:

"Leadership is the art of getting someone else to do something you want done because he wants to do it. "Dwight Eisenhower”.  

The social process by which people interact and behave in a group environment is called group dynamics. Group dynamics involves the influence of personality, power, and behaviour on the group process. Johns, G (1996). Effective group performance depends to a large extent, on the size and composition of the group. A group is initially a collection of personalities with different characteristics, needs, and influences. To be effective, these individuals must spend time acclimatizing themselves to their environment, the task, and to each other. Johns, G (1996).

This paper was formulated by consulting secondary sources such as academic text books and other literary articles to analyse both traditional theories and contemporary theories of leadership such as the path-goal theory, the transformational theory of leadership  and team performance model of leadership together with group think theory. The paper demonstrates that whilst there are numerous factors which influence group behaviour, leadership can influences group dynamics to correlate with an organisation’s performance.

1. DISCUSSION:

The contingency perspective of leadership is based on the that the most appropriate leadership style depends on the situation.  (McShane and Von Glinow, 2009) The path-goal theory of leadership which falls under the umbrella of the contingency perspective of  leadership has its roots in the expectancy theory of motivation The path-goal model contends that effective leaders are capable of selecting the most appropriate behavioural style or styles for each situation. (McShane and Von Glinow, 2009)

(Howell J. P. and Costley D. L., 2001) identifies four main types of leadership behaviour which can be used simultaneously by the same leader at different times in different situations. They are; directive, supportive, participative and achievement-oriented. However, each type of behaviour results in different situational factors and motivational effects.

This theory on one end provides a theoretical framework that is useful for understanding how different styles of leadership affect the productivity and satisfaction of followers. However, it does not show in a clear way on how leader behaviors directly affect follower motivation levels and it fails to recognize the interactional nature of leadership. (Northhouse P.G. 2016).

On the contrary, the team performance model of leadership can result in high levels of performance in a team or group work. Team Performance is a function of its structure, dynamics and development. Team Dynamics on the other hand is “the forces operating within a group that affect how group members relate to and interact with one another.”  The components of team dynamics that affects team performance include: (1) setting objectives, (2) having the ideal team size, (3) the group’s shared norms which can be proscriptive or prescriptive (5) group cohesiveness, (6) status within the group or the perceived ranking of one member compared to other members of the group or (7) the roles or shared expectation of how group members will fulfil the requirements of their position. Toseland R.W. and Rivas R.F.(2017)

Dr Bruce Tuckman also developed the model in which there are five consistent stages of group development: forming, storming, norming, performing, and adjourning. He theorised that most groups progress through these stages and each stage builds on the previous stage and prepares the group for performing. (Tuckman, B., 2001) There is a direct correlation between situational leadership styles and Tuckman’s stages of group development and similarities can be found in other models such as the  Tannenbaum and Schmidt Continuum and Hersey and Blanchard's Situational Leadership Model. (Jones, P. 2016). The team performance model can be linked to path-goal theory of leadership and the Fiedler’s Contingency model. (Jones, P. 2016).