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SWK292 S3 Group Leadership, Should never be used to impose the acceptance…
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- Should never be used to impose the acceptance of goals
- Used to facilitate group & individual to achieve desired goals
- used to avoid disorganization & chaos
- Attributed power comes from the perception among members of the leader's ability to lead - If it increases, worker will be looked up to as a model of effective coping skills
- Comes from professional status, educational background, organisation positions, year of experiences etc
- Refers to the worker's resources for changing conditions inside and outside the group.
- Depending on the sources of workes' influecenes
- Connection power
- Expert power
- Information power
- Legitimate power
- Identification power
- Reward power
- Coercive power
- Enable members to tell their own story
- Affirm & validate members' experiences of reality
- Focus on members' coping abilities, capacities, resilience & strengths
- Froster atmosphere of trust & cohesion
- Encourage member to member rather than member to leader communications
- Encourage attempts at mutual sharing and aid
Model and teach members selected leadership skills early in group
Leader comfort scale in
- Dealing with silence
- Dealing with negative feelings
- Self-disclosing personal feelings
- Dealing with conflict
- Having leadership authority questioned
- Receiving feedback from members
- Allowing members to take responsibility for the group
- Preference for structure/ flexibility
- Belief about the change process
- Member-centered / leadership-centred style
- Demoncratic leadership style Known as the participative/ shared leadership, allows for more view point to the table & more efficient in problem solving
- Authoritatrian / Autocratic leadership style: Characterise as individual control over all decisions & little input from members
- Laissez-faire leadership style Delegative leadership, least productive style of leadership, hands off approach, encourages own personal growth, innovation & allows for quicker decision making
- Leadership expectations held by members
- The way leadership is attained
- Whether there is a competition between designated leaders and leaders that emerged as group developed
- The need, tasks, goals of members
task and socioemotional skills of members
natural authority within and outside the group
- The environment demands placed on the group and its leadership
- Model views leadership as being derive from interaction of group, its members designated leader & the enviornment
(1) Perform task that require more than 2 people
(2) Meet individual needs
(3) Bring people together that are involved in the same problem
(4) To maintain an organisation more economically
(5) To increase motivation
(6) As a result of physical factors
- Type of problem or task a group work on is important on its implication on leadership
- Group do better when the task is addictive like collecting information
- Groups are more effective when they are choosing clearly delineated alternatives
- Group do better on task requiring wide range of responses
- (1)Physical settings Ensure that the setting, facilitates group work (decor, comfort of waiting room, tables/chairs etc)
- (2)Sponsor Worker must be aware of organisation policies, rules & regulations, Funding, accrediting and regulatory organisation can play an important role in organisation's mandate for group service
- (3)Community & Social environment Worker leadership is influenced by the norms of behaviour in the community & society
- Size As the group sizes increases, opportunities for members to participate decreases
- Time limits, open & closed membership & turnover Treatment group may use a time limit method as a way to structure interaction
close membership (members stay within the group until completion)
Open membership (individuals come and go)
- Group dynamics Communication & interaction pattern, cohesion, social control and group culture
- Stage of development Affects leadership behaviour
- Influences how leadership emerges in 3 ways
- Member characteristics members' interpersonal skills, access to information, perceived responsibility, motivations & expectations about the process and outcome of group
- Extent of participation influences how worker leads group, some member lack interpersonal skill or motivation to participate
- Sharing leadershipmembers' willingness to share leadership determined by feelings of competency, previous leadership experiences
- Behaviours or activities that help the group achieve its purpose & accomplish its task & help members achieve their personal goals
- Power bases, skill level, personality & choice of services
- Level of skills worker has will influence their ability to lead
- Experiences & trainning of workers have been correlated
- Worker's personality, interpersonal style & preference for how to lead
- Leaders have a source of support (decrease in strain when dealing with difficult & complicated group interactions)
- Leader have source of feedback and an opportunity for professional development (strength & weaknesses)
- Leader's objectivity is increased through alternative frames of reference
- Inexperienced leaders can receive training
- Leaders have assistance during therapeutic interventions, particularly during role play, simulation and program activities
- Prevents a dilemma for the practicing group workers
- Allow for greater coverage of the dynamics of group
Coleaders can specialise in attending to some facts of group behaviour over other
- Can be more expensive than solo leadership
- Requires coordination for planning meeting (will become a problem if workers do not make an effort to discuss work together)
- Training new leaders by placing them in groups with experienced leader may cause conflict and tension which will affect group outcome negatively
- When the decision is to colead, workers have to meet regularity to plan for the group and discuss group process issues that may arise as group develops