Page 197 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

180 Chapter 7

TABLE 7.2 Contemporary approaches to leadership

Functional Central task and social functions must be
identified and carried out by leaders and
group members in pursuit of group goals.
Contingency Leadership actions must match the situational
characteristics of the group including type of
task, member readiness, and the group’s
interpersonal climate.
Communication Competence Critical communication skills enacted by leaders
and group members aid groups in overcoming
obstacles and meeting their goals.

choices, or critical communication competencies that must be matched to group
needs. All of the approaches recognize that any member of a group can perform
leadership behaviors (see Table 7.2).

Functions Approach
Functions Approach The functions approach sets the stage for viewing group leadership as the responsibil-
The study of ity of both the leader and other group members and focuses on the common theme
functions performed that successful groups must balance both task and social needs. This approach rests
by leaders; the then on two assumptions: (1) goal achievement requires fulfillment of both task and
theory that social functions and (2) this is the responsibility of all group members.
leadership is defined Several researchers have attempted to identify the specific task and social or
by the functions a maintenance functions needed for effective leadership. Bales’s Interaction Process
group needs and can 47
be supplied by any Analysis was one of the earliest category systems for studying behavioral functions.
member. Later, Benne and Sheats identified a variety of task and maintenance functions pro-
48
ductive for the group, along with a set of functions that are counterproductive. This
was found in Chapter 5 when we discussed group member roles. Fisher narrowed
down these functions into four broad ones because he believed that a leader mediates,
or acts as a go- between, among group events, activities, and the final outcome. First,
49
Contingency leaders provide sufficient information and help the group process considerable infor-
Approach
mation. Second, they enact a variety of functions within the group. Third, they help
The study of members make sense of what happens in the group by supplying good reasons for
leadership that
assumes that the actions and decisions. Finally, they stop the group from jumping to unwarranted con-
appropriate clusions or adopting stock answers too quickly. In our opening story, Jennifer does
leadership style in a not help her employees narrow down plausible interpretations for many work tasks,
given situation especially their job responsibilities.
depends on factors
such as members’ Contingency Approaches
skills and knowledge, Contingency approaches explicitly acknowledge that situational factors such as mem-
time available, the
type of task, and so bers’ skills and experience, cultural values, the type of task, and the time available
forth. affect the type of leadership likely to be effective. Even group members recognize
good leadership should meet differing situational contingencies. Wood asked

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