Leadership in Social Group Work
Lita D. Allen
Lecturer, SW28A & SW28B:
Theory and Practice of Social Work I & II
Module: Social Group Work (Semester I, 2006/2007)
Department of Sociology, Psychology and Social Work
The University of the West Indies, Mona Campus

Leader vs Leadership

Leader
An individual holding a position of authority

Designated leader
Indigenous or emergent leader
T & R, p. 92

Leader vs Leadership

Leadership
Leadership is any action that helps a group of people complete its task or maintain effective working relationships among its members
See also T. & R. p. 92
“Leadership is not a position, it is a choice.”
S. Covey, 2005.
Power bases of leadership“R²ELIC²”

Reference
Reward
Expert
Legitimate
Information
Coercive
Connection
T. & R. p. 94
Implications for the practice of social group work
Check motives and intentions before exercising power base
Utilise power on behalf of client(s), not for own self-interest
Be willing to:
- share power
- give away power
- help clients develop their own power bases
- ensure that, in turn, client uses his/her power bases for good
Leadership and Power

Actual power - p. 94
Attributed power – p. 23

How should we use our power in the group?
How do we share our power?

Some leadership Issues
How to:
challenge the status quo
inspire a clear, mutual vision
empower members through cooperative teamwork
lead by example (as a role model)
encourage the heart of members


Leadership Styles and Levels of Participation in Decision-Making

High Authoritarian / Autocratic



Medium Democratic




Low Laissez-faire
Low Medium High
Toseland & Rivas, P. 95 Participation by Members

“One method / style of leadership is not effective in all situations. Leadership skills and intervention strategies should vary depending on the degree to which the group as a whole and its individual members can function autonomously”
Toseland & Rivas, p. 97
Group leadership skills

“Group leadership skills are behaviours and activities that help the group achieve its purpose and accomplish its task and help members to achieve their personal goals. Both workers and members use group leadership skills”
Toseland and Rivas, p. 105
What is a skill?

A skill is “a specific action or intervention
that accomplishes a purpose and is based
on knowledge and understanding. Skills are
more than techniques alone”. Skills involve
action that are purposeful and informed.
Kurland & Salmon, 1999

Three categories of group leadership skills

1. Facilitating Group Process

2. Data gathering and Assessment

3. Action
Toseland and Rivas, 106-118
Three categories of group leadership skills
Facilitating group process

Involving (reaching out to) group members
Attending behaviours
Expressing self – thoughts, feelings, experience
Responding pro-actively and appropriately
Focusing group communication
Making group processes explicit
Clarifying content
Guiding group interaction

Three categories of group leadership skills
2. Data gathering and assessment

Identifying and describing thoughts, feelings and behaviours

Requesting information; questioning; probing

Summarizing and partializing information

Synthesizing thoughts, feelings and actions

Analyzing information
Three categories of group leadership skills
3. Action skills
Supporting
Reframing and redefining
Linking members’ communication
Directing
Giving advice, suggestions or instructions
Providing resources
Modelling, role-playing, rehearsing, and coaching
Resolving conflicts
Importance of learning group leadership skills vs casework skills
Complex reflection on real life interactions

Able to face challenges of diversity, differences and member conflicts

Group-in-environment focus has many “fascinating” interacting dynamics

Multitasking is a required ability
Importance of learning group leadership skills vs casework skills
Complexity of group dynamics enables greater choices in terms of levels of group interactions and the variety of interventions to be implemented.

Greater possibility for co-leadership / shared leadership

Increases ability to train and utilize group members to provide the necessary therapeutic support and mutual aid for each other
Leadership Comfort Scale

Indicate your feelings on a scale of 1 – 5 when the following situations arise in a group.






1 3 5
Uncomfortable Very
Comfortable

Leadership Comfort Scale
Dealing with silence

Dealing with negative feelings from members

Having little structure in a group

Dealing with ambiguity of purpose

Having to self-disclose your feelings to the group
Leadership Comfort Scale
Experiencing high self-disclosure among members

Dealing with conflict in the group

Having your leadership authority questioned

Being evaluated by group members

Allowing members to take responsibility for the group
“Leadership Behaviour:The Key to an Effective Discussion”
Read article online by Dan Saddler
Reflect on information under the following headings:
- Planning stage
- Beginning stage
- Social modelling
- Selective reinforcement – to meet affirmation needs
with individuals
with the group as a whole
- Structuring the group

Balance
Default Design

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