The group therapist's absence and the substitute leader.

When a group is led by a single individual the therapist's absence creates a management problem. This article presents several options for the solo leader. The author has used a substitute leader, and this experience is presented and evaluated. Discussion includes selection of a substitute, group preparation, on-going use of the substitute, and benefits of this alternative for the management of the leader's absence.     

Attribution of Influence and Charisma to the Leader: The Romance of Leadership Revisited1

This study examined the impact of performance outcomes, leadership type, leader behaviors, and observers' general belief in the importance of leadership on attributions of influence and charisma to a leader. Subjects (N= 549) read 24 versions of an organizational vignette representing all possible combinations of two performance levels, two leadership roles, and six leader behavior conditions, and were asked to evaluate the leader's level of causal influence and charisma. Results supported and extended Meindl's (1990) claim that observers' tendency to romanticize the role of a specific leader is affected by the group performance outcomes and by observers' general beliefs in the importance of leadership in organizations. The results further suggested that more influence may be attributed to a prototypical leadership role than to a less prototypical role. However, information about leader behaviors did not affect the attributions of influence and charisma to the leader. These results are discussed with reference to Conger and Kanungo's (1987) attributional theory of charismatic leadership and leadership categorization theory (Lord, 1985).     

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.     

Selection of Patients for Group Psychotherapy

The concept of projective identification is reviewed, and its application to family and group systems is noted. Projective identification is then applied as a construct central to couples' groups, particularly useful in sorting out dynamics within couples, between couples, and toward the group-as-a-whole and its leader(s). Clinical examples are provided from a couples group co-led by the author, with indications of how this perspective on disavowal, interaction, and containment can be utilized therapeutically to provide a stimulus for intrapsychic and interpersonal change. The couples group offers a unique forum for working with projective identification, where this process presents a challenge to the therapist regarding the multiple levels from which to select appropriately and to “contain” skillfully.     

The Interpersonal Theory of Psychiatry by Harry Stack Sullivan

Charismatic relationships occur frequently in treatment of substance abusers because patients are regressed and have temporary needs for inspiration and guidance. The therapist who assesses patients' needs for charisma in the pregroup evaluation can avoid the twin pitfalls of placing patients in groups with insufficient or excessive charismatic leadership. Too little charismatic leadership is ineffective; patients remain regressed and the group does not come together. Too much charismatic leadership stifles patients' growth. As patients develop control over their addictive behavior, the need for charisma diminishes. A sensitive leader can recognize this from changes in patients' attitudes toward their addictions and from indicators of autonomy in the group process. The leader can then accept the need for adjustments in leadership style to avoid hindering patients' growth.     

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.     

Working through a group's fantasy of the deceased leader's wish for the group's continuation

This paper reflects the working through of a group's fantasy that the deceased group leader wished the group to continue. As in any defense, the fantasy protected members from the pain of the finality of the leader's death. This article reveals the subjective experience concerning the effect of the leader's death on the group and members' intrapsychic struggle to separate and individuate from the deceased leader, while attending to and striving toward the group's continuation. The group's painful and growing individuation enabled the group to follow its own tasks without the spector of the deceased leader.     

The roles of leader emotion management and team conflict for team members' personal initiative: A multilevel perspective

Employees' personal initiative (i.e., their active and future-oriented engagement at work) is of high relevance to organizations that strive for innovation and competitiveness. To better understand its drivers and diminishers, the present study refers to Affective Events Theory and examines the impact of leader emotion management, team conflict, and affective well-being on personal initiative. Data from 300 members of 59 work teams in Germany were gathered from multiple sources at three points in time over the course of 2 weeks. Multilevel analyses indicated that leader emotion management positively affected team members' personal initiative and that this effect was mediated by team members' affective well-being. Data also revealed a contrasting negative indirect effect of task conflict within the team on team members' personal initiative via team members' affective well-being. The study's results suggest that the improvement of leaders' emotion management as well as the establishment of work conditions and experiences that foster affective well-being should be seriously considered by organizations wishing to facilitate personal initiative in team settings.     

Deindividualization,Interpersonal Affect and Productivity in Laboratory Task Groups1

In pursuit of efficiency, formal organizations often create deindividualized, uniqueness-depriving environments. The laboratory experiment reported here tests the effects of another's failure to acknowledge one's individuality on interpersonal affect and willingness to help that person. Undergraduate business students were shown a set of bogus ratings representing their task group leader's perceptions of them on 30 personality traits and 10 occupational interests. The ratings indicated that the group leader believed the subject was extremely similar (non-unique) or somewhat similar (unique) to the typical college student. In a highly individualistic culture another's failure to recognize one's uniqueness should be experienced as unwarranted harm and evoke responses mediated by the negative norm of reciprocity. As expected, subjects receiving non-unique feedback volunteered fewer hours to help the group leader perform his or her duties and were less productive when the group leader was believed to benefit from their effort. In spite of these behavioral effects, attitudes toward the leader were not influenced by the uniqueness feedback. After recognizing limits to generalizability, implications for behavior in deindividualized organizations are discussed.     

Cooptation and Coalition Mobilization1

The question addressed by this research was, “When structural circumstances make revolutionary action likely, under what conditions will a cooptation strategy prevent subordinate revolts?” Experimental procedures established a group status hierarchy consisting of a leader and two subordinates. Groups earned collective outcomes, and the leader usurped an inequitable portion of these outcomes. In this context, the first experiment shows that a cooptation strategy (i.e., offer of a promotion to one of two subordinates) inhibits subordinate revolts. Two additional experiments indicate that the cooptation strategy is most effective (a) if the offer (strategy) provides the target of cooptation a source of personal gain; (b) if theoffer (strategy) is a result of the leader's own volition, rather than situational constraints; and (c) if the leader converys a strong commitment to follow through on the promotion offer. The results are interpreted with reference to subjective-expected-utility and reciprocity theories.     

When procedural fairness does not influence how positive I feel: the effects of voice and leader selection as a function of belongingness need

The present research examined the effect of receiving voice or not on positive affect as a function of how the enacting authority was selected and the extent to which people experienced strong belongingness needs. Participants were asked to generate ideas with respect to an electronic portfolio. Their opinions were then evaluated by a group leader who was either appointed by the experimenter, elected by the group and who reflected the participant's own choice, or elected by the group but who did not reflect the participant's own choice. This group leader then gave participants the opportunity to voice their ideas or not. Participants reported positive affect did not vary as a function of receiving voice or not when the enacting leader was elected and did not reflect the participant's own choice. The voice effect on positive affect did, however, appear in the other two leadership selection conditions. Further, this pattern was found only among those with a strong need to belong. Copyright © 2004 John Wiley & Sons, Ltd.     

Implicit Leadership Theories: Prototypes for New Leaders

Followers' implicit leadership theories for new group leaders, including their prototypes of new-leader behavior, consist of organized expectations. If met, these expectations may afford a leader greater influence. Subjects' prototypes for new leaders were assessed by subjecting an 87 x 87 co-occurrence matrix of leader behaviors, based on subjects' similarity classifications, to hierarchical cluster analysis. At the proposed basic level of hierarchy (Rosch, 1978) were 16 categories of expectations for leader behavior, including giving ideas to the group, being responsible, and accepting others, which formed four abstract superordinate categories: learning the group's goals, taking charge, being a nice person, and being nervous. The results are discussed with relation to (a) the synthesis of the universal-trait and situation-contingent-behavior approaches for predicting leadership effectiveness, (b) cross-situational and cross-cultural comparisons of leader categorizations, (c) expectations for established leaders, and (d) leader selection and training.     

Differential Reactions of Patients Receiving Group Psychotherapy with Concomitant Somatic and Drug Therapies

The embeddedness of combat aggression, violence, survival, and antiauthority dynamics in the psychic organization of Vietnam veterans in groups shape the treatment enterprise. Inherent in treatment interactions and dynamic processes of the Vietnam therapy group are the reactivations of Vietnam-historical reenactments. These involve strong affective reactions toward superiors and toward fellow combatants (“grunts”), with an attendant sense of group danger, unconsciously reminiscent of Vietnam's guerrilla war terrain. This paper notes that because of the tendency of the group to repeat actual events (as opposed to fantasied events), these groups require divergent conceptualizations and technical management. An innovative model comprising a series of developmental phases is presented. This model, called “the curvilinear regressive-progressive model” of treatment with Vietnam veterans, focuses on both peer- and leader-centered dynamics in working through guilt-driven defenses in members. The leader plays a pivotal function in monitoring levels of affect tolerance in the group, and is expected to manage countertransference reactions, and to have sensitivity to the effects of combat stress on self structure. As the Vietnam therapy group members relive the history of the Vietnam conflict in the group, the leader utilizes a flexible, phase-sensitive system of interventions to reactivate arrested development by creating a healing climate where developmental tasks can be mastered and integrated by group members.     

Section IV: Group Psychotherapy with Adults a Review of Recent Trends and Practices

The group psychotherapy of a population of cognitively intact men, aged 70–95 years, resident in a home for the aged is described. Although this age group is often thought to be nonresponsive to psychotherapeutic intervention, it appears that group psychotherapy is a valuable modality in addressing the common clinical picture of social isolation, depression, and demoralization. The paper describes certain technical modifications in the conduct of the group by the leader—high activity and support, therapeutic transparency, translation, and integration—that facilitate this process. Psychodynamic aspects of aging and of living in an institution are also elaborated, with particular reference to the role of the life review, current theories of narcissism, and the consequences of the men's efforts to maintain their self-esteem and sense of self in the face of recurrent narcissistic injuries and losses.     

„Bei der Vertretung bin ich viel tiefer an meine Probleme drangekommen …“

In inpatient group therapy it is necessary to substitute the group leader during times of vacation orillness. Problems for therapists, teams and patients, arising by the situation of substitution, arediscussed. The institutional framework of a hospital is characterized by different interests, thatsometimes lead to conflicts about the amount of substitution. It is helpful for therapists working assubstitute, to use group cohesion and not to bond the group too much to the leader. In this way the change of group leaders can be overcome better both by the group and the therapist.     

Leader performance and prototypicality: Their inter‐relationship and impact on leaders' identity entrepreneurship

Research has demonstrated that leader performance and leader prototypicality are both predictors of leader endorsement. While performance and prototypicality have generally been considered to be independent, this paper suggests that performance and prototypicality are interdependent and have a bi‐directional impact both on each other and on leaders' capacity to engage in identity entrepreneurship (i.e., to define shared group norms and ideals). Two experimental studies indicate that followers infer leaders' prototypicality from their performance and that a leader's prototypicality determines perceptions of performance (indicating reversed causality). Moreover, there is evidence that both performance and prototypicality enhance leaders' capacity to act as identity entrepreneurs. These findings extend our understanding of the mutually dependent causal relationship between followers' perceptions that a leader is ‘one of us’ and that he or she is ‘doing it well’. They also provide the first experimental evidence that these factors are joint determinants of leaders' identity entrepreneurship. Copyright © 2013 John Wiley & Sons, Ltd.     

Parent engagement in an original and culturally adapted evidence-based parenting program,Legacy for Children™

Legacy for Children™ (Legacy) is an evidence-based program focused on promoting sensitive, responsive parenting for socioeconomically disadvantaged families. Legacy has recently been culturally and linguistically adapted for Spanish-monolingual Latino families and is being piloted in partnership with an early childhood education program. We conducted a mixed methods study to identify barriers and facilitators to engagement, using program monitoring data sources from both participant and group leader perspectives. We conducted qualitative analyses of open-ended data to identify distinct barriers (e.g., employment challenges, health-related challenges and appointments) and facilitators (e.g., other mothers in group, interest in program topics) to engagement that emerged across English and Spanish language curriculum versions; curriculum-specific barriers and facilitators were also documented. We interpret these findings in light of quantitative data on measures of engagement, showing that participants in the Spanish curriculum evidenced comparable levels of parent–group leader relationship quality relative to the English group, and higher levels of parent's group support/connectedness and overall satisfaction. These results offer promising considerations for optimizing families’ engagement in parenting programs in the context of early care and education settings.     

Watching over your own: How surveillance moderates the impact of shared identity on perceptions of leaders and follower behaviour

In two studies we investigate how level of surveillance moderates followers' responses to leaders with whom they either do or do not share identity. Study 1 (N = 80) demonstrated that imposing high surveillance where identity is shared with a leader undermined perceptions of the leader as a team member, reducing levels to that of leaders without a shared identity. Study 2 (N = 84) replicated this finding, also demonstrating that willingness to work for the group declined when leaders with shared identity used high surveillance (compared to a low surveillance condition). This process was partially explained by perceptions that surveillance was an invasion of privacy. Together, these studies illustrate that the benefits of shared identity are easily undermined when a leader uses surveillance in a context where it is unnecessary. Copyright © 2009 John Wiley & Sons, Ltd.