LEADERSHIP

What is leadership ?
• Leadership is the process of encouraging and helping others to work
enthusiastically towards objectives.
• It is the behaviour of an individual when he or she is directing the
activities of a group towards a shared goal.
• It is the relationship in which one person influences others to work
together willingly on related task to attain goals desired by the leader
and/by group.
 Occupational therapist as a leader
Leadership stressed that an important part of that effectiveness depends on
Occupational therapists:
• Planning
• Thinking
• Organizing well
 Role of Ot-ist as a leader
• Aim to create a positive environment in which people can grow and learn.
• To set the pace, level and content of the activities.
• To guide member’s participation.
• To adopt a myriad of roles.
• To respond to changing demands.
• To solve numerous problems as they arise.
Three sections of leadership

1. The leader role

2. Leadership styles
3. Co-leadership
 1) THE LEADER ROLE
a) Role functions.
b) Leader roles in activity groups.
c) Leader roles in support groups.
 a) Role functions
• In every group, a leader will balance task and socio-emotional functions.
Task functions are activities carried by a leader in order to enable a task
to be achieved.
Socio-economic functions of a leader involve supporting members as
needed.
Eg: Drama therapy group uses both the functions where he or she teaches the
particular technique as well as encouraging members to participate.
 Task functions
• Leader can act as teacher who is either didactic or simply a
knowledgeable guide and teach
• Supplies equipment and resources.
• Plans the activity and structures the environment accordingly.
• Gives feedback to members on their performance.
Eg: Craft group
 Socio-emotional functions
• Give support and meet the needs of group members.
• Enable communication and group interaction.
• Encourage self expression in the group members.
• Motivate the members.
• Facilitate group spirit and cohesion.
Eg: Psychotherapy group
 b) Leader roles in activity groups
• Both task and socio-emotional functions
• The roles adopted depend largely on the developmental level of the group
and the needs of the members.
• Mosey’s analysis of how to develop group interaction skills and provides
a structured approach to examining leader role behaviour.
Parallel group:
• Active.
• Select basic level activities.
• Helps to carry them out.
• Meets member’s needs for safety, love, acceptance and esteem.
• Reinforce desired behaviour like engaging in a task, answering a question and
recognizing another member. The leader can shape member’s behaviour by
giving praise and ignoring inappropriate behaviour
Project level:
• Helps members to begin to select activities which are short term and
require some interaction.
• Planning the activity and meeting member’s needs.
• Reinforce behaviour when two or more members work together and
interact.
Ego-centric cooperative group:
• Acts as role model and trying to allow the group to function more
independently.
• Reinforce behaviours for longer term tasks
• Group members are responsible for organizing activities and therapists
gives suggestions and assistance.
• Helps members to meet each other’s needs for recognition and esteem.
Cooperative group:
• The therapist acts as either advisor or participant.
• Advisor: Initially set up the group and then withdraw, being available for
consultation and support when necessary.
• Participant: Therapist and members have mutual responsibility for group
activities and reinforcing behaviour.
Mature group:
• Acts as a group member.
• Therapist will only take membership roles which are necessary at a
particular time.
• Ensure the members give each other opportunity to experiment safely with
roles.
 c) Leader roles in support groups
Yolam (1975) identifies three fundamental tasks for a leader in a psychotherapy
group
• The creation and maintenance of the group.
• Culture building
• Activation and process illumination.
• Handling transference (added fourth task)
These four tasks gives a good baseline for the roles of a leader adopts in any
support group.
 Creation and maintenance of the group
• Leader is solely responsible for creating and convening the group.
• Leader assumes a gate keeping function like encouraging members to stay
or adding members.
• Leader seeks to deter any forces which threaten the cohesion of the group
such as scapegoating, sub-grouping or member absences.
• Members only know each other initially through the leader and assume
the role of ‘transitional object’.
 Culture building
• Therapist shapes the group into a therapeutic social system, guiding the
formation of norms and group interaction.
• Therapist acts as both a technical expert and as a model participant, who sets
norms by example.
• Yalom stresses that a leader is always communicating something which will
impact on the group culture.
• Eg: Therapist who ignores late comers and gives non welcoming message,
thereby promoting a non-caring culture.
 Activation and process illumination
• The psychotherapeutic group leader involves moving the group into the ‘here-
and-now’ to highlight intergroup relationships and processes.
• The leader is centrally involved in offering a ‘ process commentary’ to guide self
reflection.
• First, the leader recognize underlying group dynamics and not simply respond
directly to comments made.
• Second, the leader invites members to be aware of their own processes and
search for methods to facilitate self knowledge rather than impose interpretations.
 Dealing with transference
• Mostly identified with psychotherapy.
• It is a unconscious process where a person responds to another in a manner
similar to the way he or she responded to a significant person in the past.
• Feelings for another person are transferred often onto the therapist.
• Eg: Member become dependent on a therapist, translating his or her need for
nurturing mother onto the therapist (or) The member respond to leader with
hostility perceiving the leader as a authority figure and transferring angry
feelings normally felt towards his or her father.
Therapist in handling transference:
We need to recognize the possibility of transference processes occurring
within any group.
When we spot this happening, a group member is contiually talking to the
leader and seeking a response, might be he or she seeking approval from or
wanting to be dependent on the therapist?
It helps to be aware of our responses to clients any counter transference in
action.
A therapist might find him or her self for example being uncharacteristically
authoritarian. This might be related to a clients' own difficulty handling
authority.
If transference is identified, our next role as therapist is to help members
work through the process. Yolam explains this can be achieved through
a) Consensual validation: Testing the reality of a feeling, attitude or
behaviour against other member reactions
b) Therapist transparency: Therapist reveals more of him or herself, which
allows members to confirm or change their impressions.
 Leader responsibilities
• The leader’s responsibility to the group involves working to the best of his
or her ability for the benefit of group members.
• Within the group, the leader has responsibility to clear about its aims,
methods and processes and to behave accordingly.
• Three C’s - Competency, Compassion, Commitment.
 2) Leadership Styles
• A leadership style refers to a leader's characteristic behaviors when directing,
motivating, guiding, and managing groups of people.
• Lewin, Lippitt and white investigated three alternative styles of leadership:
a) Authoritarian
b) Democratic
c) Laissez-faire
• The leadership style will dramatically affect a group an that a leader can be
trained to adopt a relevant style.
 Authoritarian
• One group was led by a leader who adopted an authoritarian style and issued
others.
• Authoritarian leaders, also known as autocratic leaders, provide clear expectations
for what needs to be done, when it should be done, and how it should be done.
• This style of leadership is strongly focused on both command by the leader and
control of the followers.
• There is also a clear division between the leader and the members. 
• The experiment demonstrated that the authoritarian group produced more work
over a shorter period, but the children were resentful and dissatisfied.
• Some became aggressive and others retreated into apathy.
• Originality was inhibited and dependence stimulated.
• Authoritarian leaders make decisions independently, with little or no input from the rest
of the group.
• Decision-making was less creative under authoritarian leadership
• Abuse of this method is usually viewed as controlling, bossy, and dictatorial.
• Authoritarian leadership is best applied to situations where there is little time for group
decision-making or where the leader is the most knowledgeable member of the group.
• The autocratic approach can be a good one when the situation calls for rapid decisions
and decisive actions.
 Democratic
• The democratic leader who got the children to discuss what they wanted to
do and how to achieve their objectives.
• The democratically led group became more productive as they learned how
to cooperate with each other and use the resources well.
• Motivation and satisfaction remained high and participants enjoyed the
group.
• Democratic leaders tend to make followers feel like they are an important
part of the team, which helps foster commitment to the goals of the group.
• Participative leadership, also known as democratic leadership, is typically the
most effective leadership style.
• Democratic leaders offer guidance to group members, but they also participate
in the group and allow input from other group members.
• In Lewin’s study, children in this group were less productive than the members
of the authoritarian group, but their contributions were of a higher quality.
• Group members feel engaged in the process and are more motivated and
creative.
 Laissez-faire

• The group worked with a laissez-faire leader who was present that did not
initiate any action.
• The laissez-faire group was neither productive or satisfied.
• They spent a disproportionate amount of time discussing their task which
lead to frustration and some aggression.
• Lewin found that children under delegative leadership, also known as
laissez-faire leadership, were the least productive of all three groups.
• The children in this group also made more demands on the leader, showed
little cooperation, and were unable to work independently.
• Delegative leaders offer little or no guidance to group members and leave
the decision-making up to group members.
• While this style can be useful in situations involving highly qualified
experts, it often leads to poorly defined roles and a lack of motivation.
• Lewin noted that laissez-faire leadership tended to result in groups that
lacked direction and members who blamed each other for mistakes, refused
to accept personal responsibility, made less progress, and produced less
work.
 Fiedler offers a more interactionist perspective
• He developed a model of leadership effectiveness which suggests that a leaders performance is
contingent on the fit between Psychological and situational variables.
• Psychological variables:
a) affecting performance include Style such as being more directive and controlling or permissive
b) Personal attributes such as the ability to make judgements.
• Situational variables:
a) The quality of leader and member relationships which include mutual liking and respect
b) The type of task (structure and complexity)
c) Power position and authority of leader.
• Fiedler’s research reminds us that our leadership style both affects and
affected by the group.
• The leader’s behaviour cannot be separated from the wider social context
or from people’s perceptions of that situation.
• Leaders who are managing and controlling perform effectively in either
very favourable or unfavourable situations
• Permissive leaders operate best in semi-favourable conditions.
Directive versus Non-directive leadership
• In therapy groups it is common to distinguish between directive and non-
directive leadership styles.
• Directive style:
a) Adopted for activity groups
b) Leader structs members on how to carry out a work or social activity
c) Seen in Authoritarian-democratic continuum. At one end, controls and
dictates and other end, guides and encourages the member.
• Non directive style:
a) Most associated with counselling and psychotherapy groups
b) Members chose their own level of social and emotional participation.
c) Democratic-laissez-faire spectrum.
d) Laissez-faire leader tends to be non-directive and let group members set
their own agenda.
e) Democratic leader set the scene and let the group members make their own
decisions about what and how to share.
 Directive group therapy
Four components:
1. Structure
2. Theoretical framework
3. Goals
4. Activities
 Non-directive group therapy
• A more non-directive style is adopted when group members are able to use
their own resources and take on leadership roles.
• The leader is responsible for monitoring and follow the group’s lead.
• Non directive counselling technique applied to psychotherapy groups
• Humanistic therapies
• Play therapy for children
• Axline lays down eight basic principles to guide a non directive therapist.
(154)
 Important Questions

Essay
1. Importance and function of a leader in a group, Types of leadership and how
will you facilitate leadership qualities for group members?
5 marks
2. Outline group leader skills and explain how you develop group leader skills.
3. Advantages and disadvantages of co-leadership (FAQ)
4. Role of leader in the support group.
4. Authoritarian group
5. Characteristics of a leader
6. Non directive leadership
7. Role functions of the leader
8. Democratic leader
9. Leader role in a activity group
10. Role od co-leader in task oriented and in support groups
11. Leadership strategies in interpersonal learning
12. Leadership strategies in group cohesiveness