Effective group leadership: Continuing the search for greater clarity and understanding

Conyne, Robert K.; Harvill, Riley; Morganett, Rosemarie S.; Morran, D. Keith; Hulse‐Killacky, Diana

doi:10.1080/01933929008411909

Cited by 7 publications

(4 citation statements)

References 11 publications

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“…Dies concluded "that group members favor and seem to benefit more from a positive style of intervention, and that as leaders become more actively negative, they increase the possibility that participants will not only be dissatisfied, but also potentially harmed by the group experience" (p. 139). Coyne, Harvill, Morganett, Morran, and Hulse-Killacky (1990) suggested that group researchers have ignored "the fact that leadership is largely a cognitive process" (p. 33). Research on the covert aspects of group leadership has focused on the cognitive schemas therapists use to assess group processes (Kivlighan & Quigley, 1991) or to decide on specific interventions (Hines, Stockton, & Morran, 1995).…”

Section: Is Group Leadership Related To Groupmentioning

confidence: 99%

“…Coyne, Harvill, Morganett, Morran, and Hulse-Killacky (1990) suggested that group researchers have ignored “the fact that leadership is largely a cognitive process” (p. 33). Research on the covert aspects of group leadership has focused on the cognitive schemas therapists use to assess group processes (Kivlighan & Quigley, 1991) or to decide on specific interventions (Hines, Stockton, & Morran, 1995).…”

Section: Is Group Leadership Related To Group Member Outcome?mentioning

confidence: 99%

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Does group climate mediate the group leadership–group member outcome relationship? A test of Yalom's hypotheses about leadership priorities.

Kivlighan

Tarrant²

2001

Group Dynamics: Theory, Research, and Practice

105

110

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D. Yalom's (1995) hypothesis that group climate mediates the relationship between leadership and outcome was tested. Group leaders (N = 43) recorded intentions, and adolescent group members (N = 233) rated climate after 8 semistructured group sessions. Members also rated satisfaction at termination. Leader intentions comprised 4 dimensions: therapeutic work, safe environment, interpersonal, and group structure. Changing group climates did mediate between these intentions and member outcome. Therapeutic work was negatively related and safe environment was positively related to an increasingly active and engaged climate, which was related to treatment benefit. Group structure and possibly interpersonal intentions were related to a climate decreasing in conflict and distance, which was related to a positive leader relationship. The importance of leaders focusing on group process rather than individual change is highlighted.For Yalom (1995), the group leader's primary responsibility is the creation of a therapeutic group climate. "If it is the group members who, in their interaction, set in motion the many therapeutic factors, then it is the group therapist's task to create a culture maximally conducive to effective group interaction" (Yalom, pp. 109-110). Yalom's writings suggest that the group members have a direct influence on member outcome whereas the group leader's influence is indirect, acting through the creation of a therapeutic group climate, denned as a series of interactional dimensions (MacKenzie, 1983). Group climate should mediate the relationship between group leader activity and group member outcome.Viewing group climate as a mediator provides a framework for summarizing the group leadership and group climate literatures. Baron and Kenny (1986) defined a mediator as a variable that explains the relationship between a

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Section: Is Group Leadership Related To Groupmentioning

confidence: 99%

Section: Is Group Leadership Related To Group Member Outcome?mentioning

confidence: 99%

Does group climate mediate the group leadership–group member outcome relationship? A test of Yalom's hypotheses about leadership priorities.

Kivlighan

Tarrant²

2001

Group Dynamics: Theory, Research, and Practice

105

110

View full text Add to dashboard Cite

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“…Stockton, Morran, and Velkoff (1987) stressed the need for researchers to begin to conceptualize group leadership as a dynamic, flowing process that requires great flexibility and adaptability for optimal effectiveness. In Conyne, Harvill, Morganett, Morran, and Hulse-Killacky (1990), Morran stated that research must not ignore “the fact that leadership is largely a cognitive process” (p. 33) and that effective group leadership needs a comprehensive operational definition that attends to both the behavioral and cognitive components of leader behavior.…”

mentioning

confidence: 99%

Self-talk of group therapists.

Hines¹,

Stockton²,

Morran³

1995

Journal of Counseling Psychology

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To identify group leader cognitions and the role experience may play in leader cognitive schemas, 60 participants were placed in 1 of 3 groups on the basis of group-leading experience and were exposed to a 20-min videotape of a group session, during which they completed a thought-listing instrument. Two judges free sorted the 1,299 collected thoughts and identified and defined 17 distinct thought categories. Three trained judges then placed 1,271 (97.8%) of the thoughts into these categories. Differences among experience levels were also explored through correlation and stepwise multiple regression analyses. Two thoughts, interpretation of group process and internal question regarding member, were found to account for 56% of the variance in experience level. Findings are discussed in terms of group leader cognitive processing, and suggestions for future research are provided.Group counseling, as opposed to individual counseling, presents a more complex therapeutic environment. Group therapists must reflect on and process vast amounts of information (Kivlighan & Quigley, 1991); thus, competent group leadership skills are important. Stockton, Morran, and Velkoff (1987) stressed the need for researchers to begin to conceptualize group leadership as a dynamic, flowing process that requires great flexibility and adaptability for optimal effectiveness. In Conyne, Harvill, Morganett, Morran, and Hulse-Killacky (1990), Morran stated that research must not ignore "the fact that leadership is largely a cognitive process" (p. 33) and that effective group leadership needs a comprehensive operational definition that attends to both the behavioral and cognitive components of leader behavior.Cognitive process research, which acknowledges the importance of understanding the many covert events occurring simultaneously within the therapeutic process, is important because it provides data upon which counselor trainers can create and empirically test counseling training methodologies (Hill, 1990). This research has centered around two main areas of study: counselor intentions (

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“…As a result of my involvement on the ASGM Research Committee, I organized and coordinated a project focused on effective group leadership. My work on this project resulted in a multiauthored article (Conyne, Harvill, Morganett, Morran, & Hulse-Killacky, 1990).…”

Section: Writing For Publicationmentioning

confidence: 99%

An Effective Research Team Method to Influence Research and Scholarly Development

Hulse‐Killacky

Robison

2005

The Journal for Specialists in Group Work

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Effective group leadership: Continuing the search for greater clarity and understanding

Cited by 7 publications

References 11 publications

Does group climate mediate the group leadership–group member outcome relationship? A test of Yalom's hypotheses about leadership priorities.

Does group climate mediate the group leadership–group member outcome relationship? A test of Yalom's hypotheses about leadership priorities.

Self-talk of group therapists.

An Effective Research Team Method to Influence Research and Scholarly Development

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