Prior to beginning work on this discussion, read The Stages of Group Development: A Retrospective Study of Dynamic Team Processes (Links to an external site.)article, watch the 12 Angry Men – Original Live TV Version 1954 (Links to an external site.) film and the Team Development: Leadership Essentials (Links to an external site.) video episode which demonstrates the stages of group development.
Apply different scenes of the movie or short film to each of the stages of group development as formulated by Tuckman, as discussed in Chapter 2 of Leadership Essentials. Describe at least one lesson that you learned about leading a group through hard times. Your discussion post should be 250 words.
New teams often experience growing pains – members of any team can’t work efficiently together without having any time to get acquainted with each other. In 1965, psychologist Bruce Tuckman developed an easy-to-digest model that shows hoe teams in various fields go through the same stages of group development. These stages are commonly known as: forming, storming, norming, performing, and adjourning. Tuckman`s model explains that as the team develops maturity and ability, relationships establish, and leadership style changes to more collaborative or shared leadership. Learning these five stages of team development will allow you to shape successful teams that perform to their best potential.
some positional power, usually by establishing a clear hierarchal structure. By establishing a hierarchy, the leader is perceived by the group to be able to make demands and expect compliance from them giving the leader legitimate power (French and Raven, 1959). Secondly, by providing the leader with the ability to reward compliance and punish non compliance from the group, the leader has reward and coercive power (French and Raven, 1959). To obtain complete power over the group the leader must gain the trust and belief of the group that they are capable of success, by ensuring the group are both satisfied and meeting performance goals.
The importance of establishing a hierarchy became evident during the planning stage of the outdoor management course for the red team, the coordinators within the team assumed leadership roles but were unable to gain positional power due to the team being a peer group (Pettinger, 2007). The leaders selected had little authority and influence over the group as everyone was perceived to have the same rank, status and occupation, hence the leaders had none of French and Ravens five bases of power (Pettinger, 2007). The result was leaders with no positional power over the group, so could not direct the group with the method of leadership required for the situation. The task had significant constraints, particularly a short time frame and a large group size, for this situation Chelladurai recommends an autocratic leadership style would be most favourable (Chelladurai and Madella, 2006). The leaders attempted an autocratic leadership style, setting individual tasks for the group, however due to the poor leader member relations and lack of positional power the leadership structure quickly became a democracy. The product was an extremely unproductive workforce initially because of the time spent discussing how was best to approach the task