1. Leadership
1.1. Leadership Incentives
1.1.1. There are different incentives for being a leader. Here are a few examples of incentives.
1.1.1.1. Status
1.1.1.1.1. The elevation of status in ones environment can translate over into others.
1.1.1.2. Knowledge
1.1.1.2.1. A leader becomes privy to restricted information, most leaders relish having the upper hand.
1.1.1.3. Acceptance
1.1.1.3.1. Some may regard being in a position of leadership as grounds for automatic acceptance and admiration.
1.1.1.4. Reward
1.1.1.4.1. Leaders receive praise, attention, payment, power, and special privileges for holding their position.
1.1.1.5. Pride
1.1.1.5.1. Some people simply feel assured that they are more qualified than any other candidate to lead.
1.2. Leadership Qualities
1.2.1. There are qualities every leader must possess in order to preform the role of group leader effectively.
1.2.1.1. Prior leadership experience
1.2.1.1.1. The past is a reliable indicator of what kind of skill one possesses for leadership. Although all situations are different multiple failures with repeated actions dictates the truth.
1.2.1.2. Vision creation and passion
1.2.1.2.1. A leader must share the same passion with those he/she is leading. Creating visions of success will lead to just that.
1.2.1.3. Willingness to take on responsibility
1.2.1.3.1. A leader being a leader must take responsibility for his group. This is possibly one of the most important qualities of a leader.
1.2.1.4. Diligence
1.2.1.4.1. A diligent leader will complete every task he/she tackles and brings the group into.
1.2.1.5. Rationality
1.2.1.5.1. To be sensable with your group is important. A leader must be able to see things for what they are not just what they seem.
1.2.1.6. Adimiration of peers
1.2.1.6.1. Respecting your peers does not make you a leader. However if you are able to maintain respect among your peers than you have potential to be a successful leader.
1.2.1.7. Charisma
1.2.1.7.1. By whatever means a leader must be able to captivate the audience. Meaning when the leader speaks people listen and obtain informatiomn.
1.2.1.8. Constructive discontent
1.2.1.8.1. An understanding of work leading to success is necessary. Being a pessimist and being constructively discontent means the leader will not bring down the team but rather critique and move forward.
1.2.1.9. Dissatisfaction with the status quo
1.2.1.9.1. Somebody who approves of everything that is taking place may not be a successful leader.
1.2.1.10. Practicality
1.2.1.10.1. People who are original with all of their ideas may not be the most successful leader. They must be open to all ideas and gauge them with mindful knowledge of all aspects of the situation.
1.2.1.11. Appreciation for challenge
1.2.1.11.1. A leader must not ever be afraid for oncoming challenges. The leader should also be a motivator for the groups success.
1.3. Leadership Styles
1.3.1. There are many different characterizations of a leader. The following are some examples of how one could classify a leader and their style of leading.
1.3.1.1. Democratic
1.3.1.1.1. A democratic leader conducts his operations by the beliefs and requests of the group members.
1.3.1.2. Transactional leadership
1.3.1.2.1. A style of leadership where productivity is rewarded and punished.
1.3.1.3. Authoritarian
1.3.1.3.1. Leading the group by ones own beliefs or goals.
1.3.1.4. Superleadership
1.3.1.4.1. The superleadership style is a way to teach group members to lead themselves.
1.3.1.5. Transformational leadership
1.3.1.5.1. Can also take on the role of transforming agent, meaning he/she can change both the behavior and the outlook of individuals.
1.3.1.6. Laissez-faire
1.3.1.6.1. A laissez-faire leader is a non-directive, empowering group members as individual members in progress
2. Other personal characteristics and objectives dealing with groups.
2.1. With these other tactics of managing groups can be taken into consideration for personal life and the workplace.
2.1.1. Cooperative learning
2.1.1.1. Cooperative learning has been proven to generate higher levels of achievement and refine social skills.
2.1.1.1.1. Positive Interdepence
2.1.1.1.2. Face to face interaction
2.1.1.1.3. Individual accountability
2.1.1.1.4. Social skill support
2.1.1.1.5. Group processing
2.1.2. Social Awareness
2.1.2.1. There are three qualities that determine and distinguish good leaders from bad.
2.1.2.1.1. Organizational awareness
2.1.2.1.2. Service orientation
2.1.2.1.3. Empathy
2.1.3. Self Managment
2.1.3.1. The aspects of self management help form an individual into a more social competent attitude.
2.1.3.1.1. Transparency
2.1.3.1.2. Optimistic
2.1.3.1.3. Self Control
2.1.3.1.4. Adaptable
2.1.3.1.5. Inititive
2.1.3.1.6. Achievement
2.1.4. Relationship managment
2.1.4.1. There are certain factors you may take into cosideration as a leader in relationships.
2.1.4.1.1. Cultivating ability
2.1.4.1.2. Catalyze change
2.1.4.1.3. Conflict management
2.1.4.1.4. Teamwork and colaboration
2.1.4.1.5. Inspire
2.1.4.1.6. Influence
3. Groups
3.1. The "Risky Shift Phenomenon" shows that group discussion in its true form can not be a dictated action but more of a community opinionated resolution to issues.
3.2. What are some advantages of being involved with a group?
3.2.1. Risky Shift Phenonmenon
3.2.2. Common issues are resolved with a community effort
3.2.3. Creates an opportunity to interact with your peers for pertinent issues
3.3. The purpose of being involved with group activities is to be able to de-cypher the pros and cons of issues and situations presented in everyday life. This could be any task or common goal shared among a group of people who seek a common interest
3.4. What are some disadvantages of being involved with a group?
3.4.1. For the group to be successful all the roles of characters and personalities must be fulfilled by a member of the group even if they must take on more than one role
3.4.2. With all the personalities in the group there will be several opinions
3.4.3. Run the possible risk of conflict within the group.
4. Different Personalities Included in a Group
4.1. positive personalities involved with the group
4.1.1. Opinion Giver
4.1.1.1. Imparts values and opinions
4.1.2. Opinion Seeker
4.1.2.1. Asks for opinions to scale the atmosphere of the ideas presented in the group
4.1.3. Orienter
4.1.3.1. Gives positive reinforcement to group members
4.1.4. Information Seeker
4.1.4.1. Asks for facts and clarification proving there are no misunderstandings in the group
4.1.5. Elaborator
4.1.5.1. Provides references and explanations, often building on the contributions of othbers
4.1.6. Initiator/Contributor
4.1.6.1. Delivers new ideas to the group, or a different perspective
4.1.7. Evaluator
4.1.7.1. Analyzes the group's decisions
4.1.8. Energizer
4.1.8.1. Stimulates the group to higher productivity
4.1.9. Procedural Technician
4.1.9.1. Handles mechanical tasks such as supply distribution and physical accomodations
4.1.10. Encourager
4.1.10.1. Gives positive reinforcement to group members
4.1.11. Recorder
4.1.11.1. Chronicles the group's decisions and progress
4.1.12. Coordinator
4.1.12.1. Identifies the connections between ideas
4.1.13. Harmonizer
4.1.13.1. Mediates group conflict
4.1.14. Compromiser
4.1.14.1. Attempts to resolve conflicts within the group
4.1.15. Gatekeeper
4.1.15.1. Keeps channels of comunication open by supporting discourse
4.1.16. Standard setter
4.1.16.1. Establishes group norms and accepted patterns of behavior
4.1.17. Information Giver
4.1.17.1. Deals facts and opinions to the group
4.2. Negative Personalities in a group
4.2.1. Aggressor
4.2.1.1. Attacks the group and its members
4.2.2. Blocker
4.2.2.1. Submits negative feedback and opposition while offering no constructive suggestions
4.2.3. Special-Interest Advocate
4.2.3.1. Disreguards team vison and presents only the case for some group or cause
4.2.4. Playboy/Girl
4.2.4.1. Sees group time as periods for entertaining others and being amused
4.2.5. Recognition seeker
4.2.5.1. Demands attention while ignoring group issues
4.2.6. Dominator
4.2.6.1. Attempts to assume command if unsuccessful perposely disrupts group progress
4.2.7. Help Seeker
4.2.7.1. Misuses group time to obtain advice on personal problems
5. Conflict
5.1. Areas Conflict may affect you directly or indirectly
5.1.1. Workplace Conflict
5.1.1.1. You may experience conflicts in the workplace when put into groups to meet a deadline. It is important you recognize the personalities and make moves for a positive outcome.
5.1.2. Group Conflicts
5.1.2.1. There are four major categories of discrepancies found at the root of conflict within groups
5.1.2.1.1. Allocation
5.1.2.1.2. Conduct
5.1.2.1.3. Verdict
5.1.2.1.4. Direction
5.1.3. Internal Conflict
5.1.3.1. There are four different types of internal conflicts in an individual.
5.1.3.1.1. Multiple Approach/Avoidance
5.1.3.1.2. Approach/Avoidance
5.1.3.1.3. Approach/Approach
5.1.3.1.4. Avoidance/Avoidance
5.2. Conflict Managment
5.2.1. There are several different ways to resolve or manage conflict within the group. There are some tactics some prefer over others but all are plausible choices for managing conflict.
5.2.1.1. Competition
5.2.1.1.1. Competition is when group members see it as a battle to be won. This is a genuine motivation for group success
5.2.1.2. Avoidance
5.2.1.2.1. Avoidance is a tactic used to simply withdraw from aggression or other obvious conflict.
5.2.1.3. Accommadation
5.2.1.3.1. Accommodation is working for a common purpose. The outcome of forcing cultural beliefs or personal beliefs on the group is certain failure. If you and the rest of your group are able to accommodate yourselves with one another you tend to gel together to form a stronghold.
5.2.1.4. Collaboration
5.2.1.4.1. Collaboration is the concept of taking everyones ideas and putting them together for a final product. This is certainly a key factor in the music industry when dealing with multiple artists on a single album or track.
5.2.1.5. Compromise
5.2.1.5.1. To compromise means to work out issues through discussion. Even if the end factor is I agree to disagree it is still a form of compromise.