Page 202 - Effective group discussion theory and practice by Adams, Katherine H. Brilhart, John K. Galanes, Gloria J

Leading Small Groups: Theoretical Perspectives 185

Ethnically diverse teams especially benefit from leadership that focuses on
relational aspects of the team. Schölmerich and her associates have
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discovered that a leader’s strong beliefs in diversity can mitigate divisions
that can occur over socioeconomic differences and promote group
cohesiveness. 80
9. Effective group leaders share rewards and credit with the group.
Leaders are often tempted to take credit for the accomplishments of the group
and to consolidate their personal power. But effective leaders share as equals
both within the group and when dealing with outsiders. They give credit to the
group for accomplishments and work to develop the leadership competencies of
all members. 81

Leadership Competencies in Virtual Groups
Leadership competency in virtual groups is no less complicated, and perhaps more
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so. Virtual team members are geographically spread out all over, often speak differ-
ent languages, and work across multiple time zones. Added to this mixture are varying
levels of technological experience and the time it takes to build relationships and
complete tasks online. Surprisingly, there is some debate over the degree to which
virtual groups need leadership: leave them alone with their own talents or give them
the leadership appropriate to virtual groups? In a qualitative analysis of virtual group
leaders and members across six different organizations, four areas of leadership com-
petence emerged. 83

1. Effective leaders are central to the success of virtual groups.
Just as members in face-to-face groups expect their leaders to help them gel as a
group, so do members of virtual groups. These leaders, however, require a
specialized skill set adapted to the unique character of the medium.
2. Effective virtual group leaders have to thoughtfully manage virtual group meetings.
These meetings take on added significance in virtual groups because they are
the one time members are “together.” They must be organized well and run by a
leader who knows the ins and outs of technology, like teleconferencing, in order
to ensure equitable, thoughtful participation.
3. Effective virtual group leaders do not lose sight of the social dimension of virtual
groups.
Computer-mediated communication is heavily task focused due to the reduced
nonverbal behaviors in this medium. Social dynamics do occur in CMC, but
they take time to develop. Virtual group leaders have to consciously pay
attention to personalizing the work of members or face losing this important
dimension of groups.
4. Effective virtual group leaders use different technologies in their group work.
Virtual groups use a variety of media to communicate (e.g., e-mail,
teleconferencing, instant messaging, telephones, etc.), and leaders have to know
how to use each one effectively.

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