In their wn wrds: an explratry study f bnafide Grup leaders Wikipedia: Bna Fide Grups is a theretical perspective f cmmunicatin in small grups that was initially develped by Linda L. Putnam and Cynthia Sthl in the 1990s. Intended t prvide cmmunicatin therists with a valid mdel f small grups n which t cnduct research, this perspective fcuses n the principles f cmmunicatin that take place within naturally frmed scial grups. [1] This represented a shift in traditinal research practices which had primarily cnsisted f studies n zer-histry labratry grups. Putnam and Sthl describe a bna fide grup as exhibiting stable yet permeable bundaries, interdependence with the immediate cntext f individual grup members, and links between bundaries and cntext. These characteristics allw fr imprtant elements f small grups, such as fluctuatin in grup member cmmitment level and a shared sense f bundaries. In their call fr research t mve its fcus tward bna fide grups, Putnam and Sthl argued that this mdel is mre eclgically valid than alternative case studies, and as such, it gives a mre accurate reading f hw small grups behave n a day-t-day basis. Furthermre, since it had already helped develp current research settings, methds, and variables, it mst certainly will cntinue t shape small grup cmmunicatin studies. In the time since this initial argument was prpsed, scial scientists have generally agreed with Putnam and Sthl, and have redirected much f their research t emphasize bna fide grups as a mdel f small grup cmmunicatin. Abstract: Leiders ndervraagd naar wat zij belangrijk vinden in het leiden van grepen 5 thema s kmen naar bven Establishing the intentin fr the verall prject Building the team and develping a psitive grup culture Mnitring and managing the team s interactin Mananging the grup s task and keeping the grup fcused Cmmunicatin behavirs and persnal characteristics f the leader Bnafide grup perspective as alternative frm which t view grups (Puntam en Sthl) Grup s bundaries and its cntext as key elements f its peratin Later: unstable nature f grup s brders added t the perspective Criteria emphasizes that real-wrld grups are nt self-cntained Bundaries d nt differentiate always frm envirnment 2 advantages It prvides a srt f reality check t help schlars evaluate and mdify research findings frm labratry grups
Reminds us t trat grup as a scial institutin linked inextricably t its envirnment Veel gebruikt in verschillende nderzeken: Families Mt. Everest expeditin team Internatinal business cnsulting teams LEADERSHIP LaFast & Larsn (2001) Describing leaders behavirs that members believe cntribute t and detract frm effective teamwrk (Member leader) N studies abut leader leader Research questin: discver what successful, real-life leaders believe is imprtant in the leadership prcess and what they seek t accmplish as leaders f small grup WHAT DO LEADERS DO? Definitin: Hackman & Jhnsn: cmmunicatin behavir that affects the behavir f thers s that grup r rganizatinal gals can be met Fcus n leader s cmmunicative behavir Several behavirs determined as imprtant Mediate grup infrmatin t facilitate gal attainment Org leaders help members make sense f rg situatin by mnitring their subrdinates cmprehensin and adjusting wn behavir accrdingly Make rg gals legitimate and help fllwers understand relevance f their wrk in larger cntext Cnclusin: leaders, t be effective, must develp bth cgnitive and behaviral skills; when are these skills needed? Kickul & Neuman: leaders establish cnditins that help grups mve tward their gals, fund several traits related t leadership emergence Cgnitive ability (alng with cnscientiusness) Openness Extraversin LaFast & Larsn Grup leadership by asking members what leader behavirs help and hinder grup effectiveness 6 dimensins f leadership (leadership cmpetencies) Fcusing n the gal
Ensuring cllabrative climate Building cnfidence in team members Demnstrating sufficient technical cmpetencies themselves Setting pririties Managing perfrmance Findings cnsistent with Bwman in that leadership invlves having and articulating a visin and inspiring thers t cmmit t the visin Leadership invlves the relatinships with members which is less abut leader s psitinal authrity and mre abut hw t manage relatinships Tw specific skills have been assciated with effective leadership Adaptability Self-mnitring Adaptability Key factr in leader effectiveness Althugh d nt always agree abut the typical leader s ability t adapt Optimistic: diagnse grup needs and supply the behavirs addressing thse needs (Diagnsis and adptin as imprtant leader abilities and behavirs) Other: effective leaders can and d adapt their behavirs as needed Barge: leadership as mediatin and crdinatin Cmpetent cmmunicatrs wh chance and adapt behavir accrdingly Rm fr develpment f these cmpetences Indirect evidence that leaders believe they shuld adapt their behavir accrding t the situatin 8 situatinal attributes D leaders actually adapt? Wd: leaders adapt their cmmunicatin behavir in accrdance with the gals they want t achieve in a grup meeting Leaders d adapt cmmunicatin behavir Leaders knw what what they want t accmplish during a meeting and plan in advance what they will d t accmplish during a meeting and plan in advance what they will d t accmplish thse gals Cnclusin: behavirally is an imprtant skill fr leaders and leaders with les ability t adapt are less effective Self-mnitring
= type f scial intelligence that refers t smene s ability t mnitr and cntrl selfpresentatin in scial situatins, cmprises bth cgnitive and behaviral dimensins and has been fund t be related t bth leadership emergence and effectiveness Tw dimensins Sensitivity t scial cues Ability t adapt in respnse t thise cues High self mnitr cnsistently are mre likely t emerge as leaders f small grups (ne study shwed mre than half the variance explained in leadership emergence Other manifestatins Evaluate rg factrs that affect grup s needs Sphisticated cgnitive representatins f the scial elements in grup decisin making Mre quickly able t assess hw effective particular adaptatins are likely t e Have wide scial repertire s n which t draw during prblem slving WHAT DO LEADERS THINK? Knw leaders that they are ding all that? Are these abilities cnscius? Hw d they frame what they d? Leaders perspectives? Brme & Fulbright: Real-wrld grup members identified lack f knwledge abut prblem-slving prcedures as a serius barrier4 WHAT DO BONA FIDE, EFFECTIVE GROUP LEADERS BELIEVE IS IMPORTANT IN LEADING GROUP S? METHOD Sectr: Leaders in several sectrs in USA Research Design: Crss-sectinal design Research Methds: Qualitative interviews Nature f key findings: What interviewees d as leaders and what effective leaders generally d. RESULTS (best ged nalezen in tekst zelf) Remarks and examples, describing what they and ther effective grup leaders d, were gruped thematically int the fllwing five categries: Establishing the intentin fr the verall prject Clear and cmpelling gal Where team wants t g
Hw t cmmunicate and clarify visin Hw t mtivate members Supprt f the members fr the grup s gal Building the team and develping a psitive grup culture Bth are intertwined Careful member selectin Mtivated, cmmitment, hard wrking and pen minded Ensure t meet the needs f the members Members feel included and appreciated and appreciate each thers skills, perspectives and talents Members feel free t cntribute Mnitring and managing the team s interactins during meetings Encurage participatin, diversity f pinins and critical thinking, The grup can slve the prblem Leaders are cmmitted t the grup Infrmatin management and leadership adaptatin Managing the grup s task and keeping the grup fcused Grup meetings, manage uncertainty, Access t tls and techniques Attend t bth structural and prcess cncerns Cmmunicatin behavirs and persnal characteristics f the leader Inspire cnfidence in their ability t lead ( impressin f cmman ) Mtivating members t supprt the team s visin and gals imprtant, but members must als have cnfidence that the leader will be able t get the grup t its gal DISCUSSION Eclgical validity f self mnitring and leadership adaptability Relative imprtance f factrs? What leaders said is cnsistent with what members said Still ther factrs in interviews wrth explring Still, hw d leaders learn t be effective? Academic, practical, therwise? Supprts using dialectical thery Examines ppsing frces that cme int play in relatinships Limitatins N diverse grup (1 african American) in ethnicity, gegraphical lcatin r ccupatinal gruping D men and wmen cnceive leadership differently? Ethnicity, race f grup? Different leadership fr different ccupatins? Sme respndents mre talkative and reflective Leadership style and leader behavir emphasized: Effective leaders emphasize the gal, prvide a cllabrative climate; build team members' cnfidence, are technically prficient, set apprpriate
pririties fr grup, manage grup's perfrmance; imprtance f cmmunicatin. NB wide range f frms f behavir emphasized and gruped int five categries.