Page 340 - Nutrition Counseling and Education Skills: A Guide for Professionals

Group and Team Leadership

Leadership may be defined as “the ability to influence others through communication” and group process.12
Some view leaders as those who delegate work and see that it is accomplished. The leader helps to focus the
group’s energy on its task until it is achieved. In fact, in many groups, members may influence each other and
what is or is not accomplished. The leader influences the group and is influenced by the group as well.1

Despite all of the theories of leadership, there is no single explanation for every situation. In leaderless
groups, one or more members may emerge to fulfill the leadership role. In your social group, who takes the
leadership role and responsibility for making the plans and suggesting activities? Leadership depends on the
members’ willingness to follow in a given situation.1 Most leaders have a vision for the group and are
considered credible by the members.

Leaders may be appointed, elected, emergent, or shared. In the business world, the leader is appointed by
management while elected leaders are selected through a formal, democratic process. Emergent leaders start
out as a group member, but gradually provide services to the group. One or more members may emerge even
with an existing, appointed leader. In your workplace, for example, is there a leader appointed by
management, but also an employee who has a great influence on the group? Reticent and bossy people are not
apt to emerge as leaders, but those who gain the respect and trust of members are.1

In shared leadership situations, the leader is a facilitator in a collaborative group effort, with members
sharing power and responsibility. This is true in team management situations, for example. Facilitative
leadership requires a cohesive group with well-defined tasks or goals.

Characteristics of an Effective Team

The contemporary leader recognizes that his or her role is not to dominate or unduly defer to the group or
team. Different group members, because of their special knowledge or experience, may be in positions to act
as resources for the group at various times.1 The leader of a healthcare team, for example, needs to know the
specific skills of the employees, so that appropriate people can be summoned to lead when appropriate. In
such teams, there is generally little evidence of a struggle for power; the issue is not who controls, but how to
get the job done.

The team leader motivates and reinforces members’ behaviors that promote healthy team dynamics. A well-
functioning team processes their progress and attempts to discern what may be interfering with the operation.
The preferred method of resolution for the team is open discussion until a solution is found.

When all members of the team participate in the problem-solving and decision-making processes, team
members feel responsible and commit to the successful implementation of the team’s decisions and objectives.
People who have an opportunity to voice their anxieties and questions, with their recommendations being
incorporated whenever possible, are less likely to resist the changes and are more likely to assist in upholding
them among others. The members of the group who later object are reminded that they had adequate
opportunity to make suggestions, express their concerns, and that objecting now is inappropriate.

Although some group members may disagree with a change and revert to the old behavior, frequently group
pressures and individuals’ perceptions of their own dissonance cause them to abide by the group-accepted
behavior. Suggestions for promoting group change are summarized in Box 15-2.

340