Chapter 3: Group Work: Elements of

Effective Leadership

Introduction to Group Work, 5th EditionEdited by David Capuzzi, Douglas R.

Gross, and Mark D. Stauffer

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Group Leader Power

Expert power: Expertise and knowledge attributed to the leader

Referent power: The extent to which group members identify with and feel close to the group leader

Legitimate power: The power attributed to the leader by group members because the leader is the facilitator

Reward power: The extent to which group members feel the leader can reward them

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Group Leader Power

Coercive power: The extent to which the group leader is seen as having the ability to move the group in a certain direction or even “punish” group members

Informational power: The amount of information the group leader has about the members of the group or resources that will be useful to the group

Connection power: The number of close relationships the leader has developed with professionals outside the group

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Leadership Styles

Kurt Lewin’s three classics Authoritarian: Assumes a position of “expert” and directs the movement of the group

Democratic: Stresses the responsibility of each participant to create a meaningful experience

Laissez-Faire: Does not provide structure or direction to the group

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Leadership Styles

Leader-Directed Leader is the center of focus Leader’s agenda is followed

Group-Directed Group establishes agenda More freedom of choice for discussion

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Leadership Styles Interpersonal

Emphasizes understanding and processing interactions among members

Focuses on relationships Focuses on what is occurring in the here and now

Intrapersonal Focuses on individual reactions of group members Focuses on conflicts, concerns, dynamics within individual

members Focuses more on the past Facilitates insight and resolution of internal conflicts

Charismatic Group may admire this type of leader Leader derives power from personal traits Group members may become devoted to and/or dependent upon

leader.

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Importance ofLeadership Styles

Stogdill (1974) on person-centered styles of leadership Are related to group productivity Provide for member involvement Are related to group cohesiveness Are related to high levels of member satisfaction

Johnson and Johnson’s (2006) note: Initiating structure: single aspect that contributes

positively to group productivity, cohesiveness, satisfaction

Qualities of the most effective group leaders Show concern for the well-being and disclosures of

members Structure member role responsibilities

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Developing Your Own Leadership Style

Considerations Theoretical base used by the facilitator

Core knowledge and skill competencies

Personal qualities of the leader Personality traits

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Pre-Group Screening

Leaders must provide prospective members with information about: Participation Expectations Goals Payment methods Fee schedules Termination Referral procedures Client rights, etc. Disclosure statement

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Organizing for Groups

Considerations Publicizing the group The physical setting Length and frequency of meetings Size of the group

Other aspects of organization Written weekly summaries Ground rules Videos of sessions

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Members’ Roles

Facilitative: Serve to keep the group on task and clarify aspects of communication

Vitalizing and maintenance: Help develop social–emotional bonds among members

Anti-group: These often inhibit a group’s progress

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Facilitating the Group Stages

Definitive stage skills Active listening Supporting Empathizing Goal setting Facilitating Protecting Modeling

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Facilitating the Group Stages

Personal involvement stage skills Clarifying Questioning Interpreting Reflecting feelings Confronting Initiating Providing feedback Self-disclosing Blocking

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Facilitating the Group Stages

Group involvement stage skills Linking Providing group identity Suggesting direction Sharing leadership Participating in the group Reinforcing cooperation

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Facilitating the Group Stages

Enhancement and closure stage skills Evaluating Resolving issues Reviewing progress Identifying strengths and weaknesses Terminating Referring

Introduction to Group Work, 5th Edition Edited by: David Capuzzi, Douglas R. Gross, and Mark. D. Stauffer

Difficult Members