Cohesiveness can be defined as the degree of attraction that a group has for its members. People tend to mix it MORALE, but cohesiveness refers to one’s desire to work towards a group goal or gal. It therefore represents an individual attraction to group and its members, while morale represents one’s satisfaction with task and the work situation in a group.
Cohesion is therefore a circular nature that leads to many desirable outcomes, which leads to stronger cohesion.
Factors which affect the ultimate outcome of group members’ satisfaction and productivity are:
1. UNCONTROLLABLE VARIABLES – These are term as the ‘independent variables’ and group members could exert influence to change them, but usually over a longer period of time which might find the group not in existence. So the uncontrollable factors are very complicated and group members should be aware of it. All the uncontrollable variables will affect what will happen in the group. They are a-viz:-
Group Variables Task Variables
Size of the group Nature of the task
Personal and psychological characteristics of members Degree of difficulty
Compatibility of members Demands of the task e.g. available time to
Pre-existing status of status solve the task
Pre-established channels of communication
Environmental Variables
Physical setting of the group
Place of the group in the organisational hierarchy
Interrelations of the group in the organisation
2. CONTROLLABLE VARIABLES – these are the factors which can change and adapted to improve group productivity and member satisfaction. The leader is, of course, central to this adaptation and the leader also needs to consider the different styles of leadership.
Controllable variables are:
Leadership style
Motivation of group towards the task
Friendship relations among members
Style and level of member participation
LEADERSHIP STYLES
Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task”
- Democratic
- Autocratic
- Laissez-faire
Participative or democratic style
The democratic leadership style favours decision-making by the group as shown, such as leader gives instruction after consulting the group.
They can win the co-operation of their group and can motivate them effectively and positively. The decisions of the democratic leader are not unilateral or centralized as with the autocrat because they arise from consultation with the group members and participation by them.
Autocratic or authoritarian style
Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders.
They do not entertain any suggestions or initiatives from subordinates. The autocratic management has been successful as it provides strong motivation to the manager. It permits quick decision-making, as only one person decides for the whole group and keeps each decision to himself until he feels it is needed to be shared with the rest of the group.
Laissez-faire or free rein style
A free-rein leader does not lead, but leaves the group entirely to itself as shown; such a leader allows maximum freedom to subordinates, i.e., they are given a free hand in deciding their own policies and methods.
Different situations call for different leadership styles. In an emergency when there is little time to converge on an agreement and where a designated authority has significantly more experience or expertise than the rest of the team, an autocratic leadership style may be most effective; however, in a highly motivated and aligned team with a homogeneous level of expertise, a more democratic or laissez-faire style may be more effective. The style adopted should be the one that most effectively achieves the objectives of the group while balancing the interests of its individual members