Problem 7 Groups and leadership Flashcards
Groups (definition)
Two or more people who share a common definition and evaluation of themselves and behave in accordance with such a definition
- A collection of individuals who interact with another
- A social unit of two or more persons who perceive themselves as belonging to a group
- A collection of individuals who are interdependent
- A collection of people who joint together to reach a goal
- People who are trying to satisfy their needs by joining a group
- People who’s interactions are structured by a set of roles and norms
- A collection of individuals who influence each other
Social facilitation
An improvement of well learnt easy tasks and visca versa in the mere presence of the same species
Uncertainty-identity theory
To reduce uncertainty and feel more comfortable they join groups with clear attitudes and consensual norms
Transactive memory
People remember who remembers what and who is an expert in certain topics
→discuss responsibility
→relative experience
→access of information
Group mind
Idea that people adopt a qualitatively different mode of thinking when in a group
What kind of groups?
- Intimacy groups
- Task groups
- Social categories
- Loose association
Common-bond groups
Groups based on the attachment among members
→personal goals are more salient than group goals (preferred by women)
Common-identity groups
groups based on the attachment to the group
→group goals are more salient than personal goals because the group provides an important source of identity (preferred by men)
Social aggregates
Random people who don’t know each other (people waiting for a bus)
Crosscuting categories
when subgroups represent larger categories that have members outside their larger group
→Schism: Division of a group in subgroups which differ in attitudes, values or ideology (can be caused by lack of voice)
Individualists
State that people behave like they used to when they are alone in groups
Collectivists
state that there are some social processes which only occur in groups
Roles
Patterns of behaviour that distinguish between different activities within the group, and that interrelate to one another for the greater good for the group. (Roles are not people but behavioural prescriptions that are assigned to people)
→informal (friends) /formal (work)
Leadership role
Getting group members to achieve the groups goals
Task specialists
The ideas people, who get things done (more likely to be a leader)
Socioemotional
People who are liked by everyone because they address relationships in the group
Membership statuses
- Non-member: prospective member who hasn’t joint the group and ex-members who have left the group
- Quasi-member: new members who hasn’t attained full status and members who lost their full-member status
- Full-member: People who are closely identified with the group and have all the privileges and responsibilities associated with a full-membership
- Marginal member: Somebody who doesn’t embodies the groups attitudes (often disliked and sometimes the Blacksheep)
Entitativity
The property of a group that makes it seems like a connected, obvious and unitary entity
Cohesiveness
The property of a group that actively binds people, as group members, to one another and to the group as a whole, giving the group a sense of solidarity and oneness
→the factor that transfers an aggregate to a group
Group socialisation
Dynamic relationship that describes the passage of a member through different roles and commitments inside the group
Norms
Attitudinal and behavioural similarities that define group membership and differ between groups
→It can happen that even there is no original member in the group anymore they still follow the norms of the original member
Moraility
Moral principles are fundamental organising principles for our behaviour, which regulate behavioural activation (approach) and behavioural inhibition (avoidance)
Three basic processes
(How to become a group member
- Evaluation: Comparing the rewards you can earn in this group. While the group members evaluate if the goals and norms of the group work out with the ones of the candidate
- Commitment: A commitment of the individual to the group and the other way around. (Norms, goals, attitudes) Has to be balanced otherwise it can create instability)
- Role transition: changing roles from non-member to quasi-member to full-member
Initiation rites
An often painful and embarrassing procedure to mark group members movements from on role to another
Audience effects
The effect of an audience on individual task performance
Drive theory
States that physical presence of members of the same species leads to individually learned dominant patterns which will display in public even stronger because it is the first thing that comes to your mind
Evaluation apprehension model
States that presence of the same species causes drive because people are afraid of being evaluated
Distraction-conflict theory
The physical presence of members of the same species is distracting and produces conflict between attending to the task and attending to the audience
Ringelmann effect
The individual effort decreases when the size of the group decreases
Social loafing
The individual effort decreases when you do a collective task which is mixes the effort of all compared to individual task where the effort is not mixed with others (motivation loss) (evaluation apprehension theory)
Social compensation
Increasing effort on a collective task to compensate the incompetence or loafing of other group members
Frame of mind
group
When they are in groups people rely on the groups mean rather than on their own frame of mind
Self-categorization
How the progress of categorization themselves as a group member produces social identity and group and intergroup behaviour
Social identify theory
Theory of group membership and intergroup relations based on self-categorization, social comparison and the construct of a shared self-definition in terms of ingroup-defining properties
Process loss
The decrease in group performance compared to individual performance due to the whole range of possible interferences among members
Coordination loss
The decrease in group performance compared to individual performance due to problems in coordinating behaviour
Distributive justice
decision making
The fairness of an outcome of a decision
Procedural justice
decision making
The fairness of the procedure used to make a decision
Social decisions schemes
Explicit or implicit decision making rules that relate individual opinions to a final group decision
→Strictness: refers to the amount of agreement required by the rule
→Distribution of power among members refers to how authoritarian the role is.
Social transition scheme
Method charting step-by-step changes in members opinions as group moves towards a final decision
Production blocking
reduction of individual creativity and productivity caused by interruption and turn taking
Illusion of group effectivity
The experience-based belief that we produce more and better ideas in groups than alone
Risky-shift
When groups recommend more risky decision than they would have done as individual
Group polarisation
The tendency for groups to produce more extreme group decisions that the mean of all members is (is changing your attitudes)
Persuasive arguments theory
States that people get persuaded by novel information that supports their initial position, leads to more extreme in their endorsement to their own position.
Cultural values theory
People adopt cultural values from their group for social approval reasons
Normative decision theory
A contingent theory of leadership that focuses on the effectiveness of different leadership styles in group decision-making context.
→autocratic
→consultative (allows suggestions but has the last word)
→group decision making
Mere presence
Refer to an entirely passive and unresponsive audience which is only physical present
Distraction-conflict theory
Even an audience who cannot see what you are doing can be distracting and can impair your performance
Task taxonomy
Group tasks can be classified according to whether a division of work is possible, whether there is a predetermined standard to be met and how an individuals inputs can be contribute
Free-rider effect
when somebody puts less to none effort in a task because he knows that the group will incur his effort
Why do we loaf
- Output equity: We believe that everybody is loafing so we do it as well
- Evaluative apprehension: When we are anonymous in a group we don’t have to bother with evaluating
- Matching to standard: When we don’t know what the norm or standard is we lean back and loaf
Personal attraction
Liking someone for their individual preferences and interpersonal relationships
Social attraction
Liking someone based on common group membership and and determined by the persons importance for the group
Communication network
Regulates the ease or possibility or communication between different roles on a group
Subjective group dynamics
Members of a group who deviate toward an outgroup are more disliked and harshly treated than those who deviate away from an outgroup
Social ostracism
Exclusion from a group by common consent
Groupthink
When in high cohesive groups an unanimous agreement overrides rational decision making
Reasons for group roles
- They represent a division of labour, only in the simplest groups is there no division of labour
- They furnish clear-cut social expectations within the group and provide information about how members relate to one another
- They furnish people with a self-definition and a place within the group
Expectation status theory
Theory of the emergence of roles as a consequence of peoples status based expectations about others performance
Specific status characteristics
Attributes that relate directly to ability on the group task (e.g. being a good athlete in a sports team)
Diffuse status characteristics
Attributes that are not directly related on the group task but are generally positively or negatively valued in society (e.g. being healthy)
→ low status leads to yielding in both cases
Great person theory
Perspective on leadership that attributes effective leadership to innate or acquired individual characteristics
Big five
The five major personality dimensions of extraversion/surgency, agreeableness, conscientiousness, emotional stability and intellect/openness to experience
important for leader
Leadership styles
- Autocratic leaders: Leaders who use a style based on giving orders to followers
- Democratic leaders: Leaders who use a style based on consultation and obtaining agreement and consent from followers
- Laissez-faire leaders: Leaders who use a style based on disinterest in followers
Initiating structure
defining group objectives and organizing members work towards the common goal (task orientated)
Consideration
concerned with the welfare of subordinates
Fiedlers contingency theory
distinguish between task orientated leaders which lay their focus on task achievement and relationship orientated leaders who lay their focus on a warm relationship for their followers
Least-preferred co- worker (LPC) scale
measuring leadership styles in term of favourability attitude towards the least preferred co-worker
→ high LPC indicates relationship oriented leadership style (favourable inclined towards the co-worker)
→low LPC indicates task oriented leadership style (harsh/poorly to the co-worker)
Situational control
connected to LPC
classification of task characteristics in terms of how much control effective task performance requires
Path-goal theory
A contingency theory which focuses on how structuring and considerational behaviours motivate followers (leaders function is to come up with a path)
Transactional leadership
Approach to leader ship that focuses on the transaction of resources between leader and followers. Also a style of leadership
Idiosyncrasy credit
Hollander transactional theory, in which followers reward the leader for reaching goals by allowing them to be relatively idiosyncratic (show conformity in the beginning to gain the trust of your followers and than introduce changes)
Leader-member exchange (LMX) theory
describes how the quality of exchange relationship can between leaders and followers can vary
Transformational leadership
Approach to leader ship that focuses on the way that leaders transform group actions and goals, mainly through the exercise of charisma
Multifactor leadership questionnaire
scale for measuring transactional and transforming leadership
Charismatic leadership
Leadership style based upon the leaders possession of charisma
Leadership categorization theory (LCT)
We have several schemas about how different types of leaders behave. When a leader is categorized as a certain type the schemas fills details about how the leader will behave
Status characteristics theory
Theory that followers attribute greater influence to leaders who possess both task-relevant characteristics and characteristics of a high status group in society
Social identity theory of leadership
Development of social identity theory to explain leadership as an identity process whereby in salient groups prototypical leaders are more effective than less prototypical leaders
Group value model
Procedural justice within groups makes members feel valued, and thus leads to enhanced commitment to an identification with the group
Relational model of authority in groups
How effective authority in groups rest upon fairness and justice based relations between leader and follower
Regency
An order of presentation where the last arguments have a stronger influence on social cognition
