Silence in group psychotherapy: a powerful communication

Silence in a psychotherapy group, including leader, member, subgroup, and whole-group silence, is a common phenomenon with many possible forms, uses, and meanings. Five common sources of silence in group psychotherapy are described: situational factors, individual dynamics, member-to-member interactions, group dynamics, and leader-related dynamics. Silence can reflect defenses or indicate conditions favorable to intensified group work. Silence, sometimes mistaken for psychological inactivity, should be viewed as significant communication.     

Object relations and regression in groups.

This article uses a psychoanalytic ego-psychological framework to examine the regression experienced by an individual group member and the defenses mobilized to counter it, focusing in particular on the defensive functions of constituting leadership somewhere in the group. The leader, regarded as an internal object in the member's object world, is hypothesized to be a combination of projected and personified part-objects and at the same time an integrating whole object. Various phenomena of group life are discussed from this viewpoint, notably the lability of the relationship with the leader, the externalization of various endopsychic regulations, and the conditions supporting the defensive utility of the leader for the group member. The foundation for the emergence of social roles and consensual perception of the group and its leadership becomes apparent. A strictly intrapsychic view is maintained throughout.     

公共资源困境中领导对群体成员合作行为的影响

过去社会困境的领导研究大多都以被试作为领导, 发现贴上领导标签后, 被试倾向于拿取更多的公共资源, 从而有碍公共利益的实现。本研究指出, 如果领导的背叛行为能够使群体成员表现出自我节制行为的话, 那么设置领导则有可能促进公共利益的实现。研究通过三个实验, 考察领导与普通群体成员不同的行为方式以及领导的产生方式对群体成员行为的影响, 并检验公平理论和社会认同理论的解释力。研究结果表明, 领导表现出背叛行为时, 被试表现出更多的自我节制行为; 指派领导及外群体选举领导背叛时, 被试表现出更多的自我节制行为, 验证了社会认同理论的正确性。     

Psychoanalytic Education,Vol. V. Science and Psychoanalysis Edited by Jules H. Masserman

This article uses a psychoanalytic ego-psychological framework to examine the regression experienced by an individual group member and the defenses mobilized to counter it, focusing in particular on the defensive functions of constituting leadership somewhere in the group. The leader, regarded as an internal object in the member's object world, is hypothesized to be a combination of projected and personified part-objects and at the same time an integrating whole object. Various phenomena of group life are discussed from this viewpoint, notably the lability of the relationship with the leader, the externalization of various endopsychic regulations, and the conditions supporting the defensive utility of the leader for the group member. The foundation for the emergence of social roles and consensual perception of the group and its leadership becomes apparent. A strictly intrapsychic view is maintained throughout.     

\'Ber\ing' it all

Revealing ourselves in a psychotherapy group, as well as bearing witness to what others reveal, encourages trust among group members and increases our ability to access knowledge, our feelings, our intuitions, and our imaginations. The author, a trainee in a postgraduate group psychotherapy program, describes some of her initial experiences as a group member in a process group and as a group leader. Bearing the experience of being bare in a psychotherapy group, as a member or as a leader, is no easy task. The various meanings of bare and bear as it relates to group participation are explored in this paper through the analysis of the author's dream and through other personal and professional anecdotes.     

Leader Network Centrality and Team Performance: Team Size as Moderator and Collaboration as Mediator

The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in team networks, an important question concerns the structural influence of leader centrality in advice-giving networks on team performance. Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams. Developing our analysis, we examine the mediating role of member collaboration in the relationship of leader network centrality and team performance as moderated by team size. Based on a multi-source dataset of 542 employees and 71 team leaders, we found that leader centrality in advice-giving networks related positively to team performance in larger teams but negatively in smaller teams. Results supported the mediated moderation model via member collaboration in smaller teams, but not in larger teams.

     

Challenging the Leader or the Follower: Influence of Need for Emotion and Equality Violations on Emotional and Retributive Reactions in Social Dilemmas1

Research has shown that if equality is violated in public‐good dilemmas, group members react with more anger if another group member (a follower), rather than if the leader violates equality. The present research argued that people's personality—particularly, need for emotion—moderates group members’ reactions if equality is violated by either the leader or a follower. Results revealed that group members low in need for emotion reacted with more anger and were more inclined to exclude the violator if this person was a follower, rather than the leader of the group. Group members high in need for emotion, however, reacted with more anger and wished to exclude the violator more if this person was the leader, rather than a follower.     

The influence of role definition and affect in LMX: A process perspective on the personality – LMX relationship

While leader–member exchange (LMX) theorists have argued that role definition and affective processes play a central role in LMX development, research has yet to examine their relative influence. Likewise, few studies have investigated how the personality of leader and follower play out in these processes. Drawing on a sample of 161 managers and their respective leaders, we develop and offer empirical support for a model in which leader and subordinate agreeableness and core self‐evaluations wield their respective influence through the affective and role definition processes underlying LMX. Implications of these findings for the theory and practice of LMX are discussed.     

Changing the guard: new leadership for an established group

When the leader of an established therapy group decides to leave, the group may wish to continue with a new leader. This decision deserves careful exploration. The transfer of leadership to a new leader is a powerful event in a group. New leaders often experience strong countertransference reactions. Specific recommendations for new leaders include meeting individually with each continuing member, helping the group stabilize and process the meaning of the change, and developing ownership of the leader role. When managed successfully, a leadership transition can strengthen the group cohesion and offer important therapeutic opportunity.     

Ethical standards for group leaders

A group leader is one who assumes the responsibility for a group dealing with interpersonal relationships. The leader is committed to a belief in the dignity and personal worth of each member of a group with whom he works. While demanding the freedom to function as a professional, he also accepts the responsibilities this freedom implies and defends the rights and freedom of his group members. He maintains integrity in his relationships with other professionals and the public. He does not use his specialized knowledge to take personal advantage of group members, nor does he permit himself to be used by others for purposes inconsistent with his own ethical standards. The group leader is expected to abide by and practice the ethical standards of the American Psychological Association and the American Personnel and Guidance Association. He is also expected to practice the following ethical standards that were developed for, and are more directly applicable to, working with groups.     

Vitalizing the group--and me

Emotional liveliness in a psychotherapy group can take various forms. Maintaining this liveliness can be a challenging task in a group, particularly when both the patients and the therapist face deeply rooted inhibitions, including fears about competition, being judged, and being destructive. The author of this paper, a candidate and group member in a postdoctoral group psychotherapy training program, recounts some of her experiences as the leader of a newly formed and developing group, particularly as they relate to her efforts to become and remain a "libidinal" (i.e., life or vital force) leader, despite the impact of the group members' and her own anxieties. Clinical anecdotes and insights about the author's own growth, both personally and professionally, as they relate to establishing and maintaining vitality are presented.     

Developing the social identity theory of leadership: Leader agency in leader group prototypicality

The social identity theory of leadership is a unique perspective in leadership research in capturing how responses to leadership are informed by how the leader is perceived through the lens of the group identity shared by leaders and followers. I review the theory in broad strokes to make the case that a particularly valuable future development of the theory is to complement the theory's emphasis on group member (follower) perceptions of leader group prototypicality, the extent to which the leader is perceived to embody the group identity, with theory and evidence speaking to leader agency in influencing such perceptions.     

The Barnum effect in a group setting

The present study expands the typical Barnum effect paradigm by investigating reactions to feedback in a group setting. People initially participated in a group experience (8 per group), and then were given bogus positive or negative feedback (the favorability manipulation) purportedly prepared by either the group leader or another group member (the source status manipulation). The answerability manipulation led participants to believe that they either would or would not have to share their reactions to the feedback with the person who prepared it. Positive feedback was rated as more accurate and accepted more highly than the negative feedback, though no differences in recall of either the positive or negative feedback emerged. Additionally, a pattern of results revealed that the feedback from the group leader generated greater perceived accuracy, acceptance, and recall than did feedback from another group member. Implications for the impact of feedback given by a high status person in group settings are discussed.     

Extra‐Role Behavior among Mexican Employees: The Impact of LMX,Group Acceptance,and Job Attitudes

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.     

When emotions of others affect decisions in public good dilemmas: An instrumental view

The present research examines whether the emotional display (i.e. anger vs. guilt) of another group member affects people's decision‐making in a public good dilemma. In two experiments we investigated whether the expressed emotion is particularly informative when communicated by a group member who is highly instrumental in reaching the provision point. A first experiment demonstrated that participants were more likely to exit the group when anger as opposed to guilt was communicated, but especially when the group member displaying the emotion was able to contribute many endowments to the public good. Expected justice (based on past inferences) in the group mediated this effect, suggesting that communicated anger signals more than guilt that the group will not set out to achieve fairness. In agreement with this, a second experiment showed that when it was not possible to exit the group, participants preferred to install a democratic leader more when a wealthy group member communicated anger as opposed to guilt. Additionally, this study provided experimental evidence that a communicated emotion is only used for subsequent decision‐making when more explicit information (i.e. a promise to contribute) is absent. Copyright © 2008 John Wiley & Sons, Ltd.     

Alliance and Group Cohesion in Relationship Education

Relationship education programs have been shown as an effective way to increase relationship functioning. There is less known about how process factors, such as alliance with the leader or group dynamics, affect outcomes in these interventions. We examined group cohesion and alliance with the leader in a relationship education program tailored for individuals. Specifically, we examined whether participants' ratings (n = 126) of the group cohesion and alliance with the leader were associated with changes in relationship adjustment, relationship confidence, and communication quality from pre‐ to postintervention. The results demonstrated that participants' perceptions of the cohesion among the members in their relationship education group, but not the leader–participant alliance, made a significant contribution to the changes in participants' relationship functioning. These results suggest that the group dynamics among the members in the group are important ingredients in relationship education. Implications for relationship programs are provided.     

Leader Attributions for Subordinate Performance: Consequences for Subsequent Leader Interactive Behaviors and Ratings1

An important application of attribution theory deals with leader explanations for subordinate performance and their effects on future leader–member interactions and performance. In the present study, subjects worked on a 2-trial task in which there was a leader and 2 members. Leaders received performance feedback and an attributional explanation for subordinate performance after Trial 1, and subsequent Trial 2 behavior was videotaped. Results showed that attributions significantly affected the amount of time spent by the leader talking to the group during the second trial, as well as the number of negative leader comments. Level of performance was a significant determinant of subordinate ratings and reward/punishment recommendations. Attributions differentially affected the punishment advocated by leaders, with failure due to internal causes more likely to be punished than failure due to external causes. Implications for an attributional theory of leadership are discussed.     

Investigating a process model for leader affective presence,interpersonal emotion regulation,and interpersonal behaviour in teams

Leader affective presence is the tendency of leaders to elicit feelings that are consistent among other individuals, and has been supported as a relevant personality trait for understanding teamwork. Drawing on a model that integrates personality and emotion regulation, this study aimed to expand research on affective presence by proposing team members’ perceptions of leader interpersonal emotion regulation as a process that explains how leader affective presence is related to team member behaviour. In the model, teamness—the perception that interdependence and reflexivity are required in the team—is presented as a boundary condition to the effects of affective presence via emotion regulation. Results of a study conducted with 99 teams showed that team member ratings of leader positive affective presence were linked to their perceptions that leaders had used affect-improving emotion regulation which in turn was associated with greater team citizenship behaviour. Contrariwise, team member ratings of leader negative affective presence were associated with perceived use of affect-worsening emotion regulation by leaders which in turn was associated with lower levels of team citizenship, but only when teams were low in teamness. These findings contribute to understanding how leaders’ individual differences are related to teamwork through affective processes.     

When does gender diversity enhance team performance? The dual need for visionary leadership and team tenure

Teams in organizations are becoming more gender diverse as women continue to participate more in the workforce than ever before. Prior theory and research indicate that the characteristics of the team influence whether gender diversity in a team is an asset or a detriment. As such, this research explores a contingency model of the relation between gender diversity and team performance and looks to understand conditions that make this relation positive or negative. Specifically, we examine how leader vision communication (i.e., visionary leadership) affects the relation between gender diversity and team performance. Results from a sample of 595 full-time employees across 106 teams in China indicate that leader vision communication moderates the relation between gender diversity and team performance such that when leader vision communication is low gender diversity decreases team performance and when leader vision communication is high gender diversity has no significant relation with team performance. We also test whether team tenure changes this relationship. Our results suggest that gender diversity improves team performance when both leader vision communication and team tenure are high. The findings in our sample demonstrate that gender diversity can help teams enhance performance, but only when the conditions are right for gender-diverse teams to flourish.     

Reconceptualizing difficult groups and difficult members

Group leaders can expect to encounter group and member behaviors and attitudes that are usually termed as difficult. This article presents a different perspective that focuses on how the group leader can better understand and make visible what the troubling behavior is communicating about unspoken or unconscious needs, fantasies and desires. Suggestions for more effective interventions are proposed.