Chapter 7 is discussing leadership in groups and teams. Communication is essential to groups. Also, to be defined as groups, group members have to have a common purpose or goal, do their fair share of the work, contribute ideas and influence each other, engage in face-to-face communication, and have to be from 3 to 20 people. The authors then introduce several scholars’ theories on group decision-making process, and come to the conclusions that timing is critical to groups; therefore, rushing a group’s development may be harmful to a group. In addition, group cohesion is vital to a group’s success. Lastly, group leadership develops while a group evolves.
Mikhail Youzhny, Marat Safin, Kolya Davydenko, and Dmitry Tursunov for 2008 Davis Cup.
Mikhail Youzhny, Marat Safin, Kolya Davydenko, and Dmitry Tursunov for 2008 Davis Cup.
Ernest Bormann and others at the University of Minnesota found out that the groups select its leaders by the method of residues. They suggest that group members choose their leaders by eliminating leader contenders until only one person is left. The authors think although those Minnesota researchers seem to rule out the possibility that shared leadership or more than one person can serve as leaders in groups, it may happen in some groups.
B. Aubrey Fisher and Donald Ellisoffered some rules to stay a low-status position in groups, including missing meetings, contribute little, assume the role of joker, and five other rules. Try to avoid these eight rules is one way to increase the possibility of emerging as leaders. The authors offer another four strategies to increase the chance of being group leaders: participate early and often, focus on communication quality as well as quantity, demonstrate your competence, and help build a cohesive unit.

Several tips for successful meetings are offered to meeting leaders. Firstly, they have to determine if a meeting is necessary before calling people together; secondly, they have to have a clear agenda for meetings; thirdly, they have to maintain focus on the agenda throughout the meeting; lastly, they have to listen to others.
When groups use communication to complete four tasks: problem analysis, goal setting, identification of alternatives, and evaluation of possible solutions, they are more likely to make successful decisions.To fulfill those functions mentioned above, use the Standard Agenda or the Single Question. Counteractive influence and avoiding groupthink are also critical to groups’ successful decision making.
While every team is a group, not every group is a team; we have to differentiate those two. The main difference is that working groups’ members are judged individually, however teams’ members are evaluated collectively. There are eight strategies essential to effective team performance: clear and inspiring team goals, results-oriented team structure, competent team members, unified commitment, collaborative climate, standards of excellence, external support and recognition, and principled leaderships. Five dynamics are believed to be fundamental to team success: the team member, team relationships, team problem solving, team leadership, and the organizational environment.
Self directed work teams (SDWTs) are popular in organizations these days. They consist of six to ten competent employees. Leadership is usually shared by the SDWT. After having a more in depth knowledge about leaders in groups and teams, the following chapters will talk about Leadership in Organizations and Public Leadership.