Group Size and Structure Quiz

PDF page 166: A small group is typically one where the collection of people is small enough that all members of the group know each other and share simultaneous interaction, such as a nuclear family, a dyad, or a triad. Georg Simmel (1858–1915) wrote extensively about the difference between a dyad, or two-member group, and a triad, which is a three-member group (Simmel 1902). In the former, if one person withdraws, the group can no longer exist. We can think of a divorce, which effectively ends the “group” of the married couple or of two best friends never speaking again. In a triad, however, the dynamic is quite different. If one person withdraws, the group lives on. A triad has a different set of relationships. If there are three in the group, two-against-one dynamics can develop, and a majority opinion may form on any issue.

PDF page 166: A small group is typically one where the collection of people is small enough that all members of the group know each other and share simultaneous interaction, such as a nuclear family, a dyad, or a triad. Georg Simmel (1858–1915) wrote extensively about the difference between a dyad, or two-member group, and a triad, which is a three-member group (Simmel 1902). In the former, if one person withdraws, the group can no longer exist. We can think of a divorce, which effectively ends the “group” of the married couple or of two best friends never speaking again. In a triad, however, the dynamic is quite different. If one person withdraws, the group lives on. A triad has a different set of relationships. If there are three in the group, two-against-one dynamics can develop, and a majority opinion may form on any issue.

PDF page 166: A small group is typically one where the collection of people is small enough that all members of the group know each other and share simultaneous interaction, such as a nuclear family, a dyad, or a triad. Georg Simmel (1858–1915) wrote extensively about the difference between a dyad, or two-member group, and a triad, which is a three-member group (Simmel 1902). In the former, if one person withdraws, the group can no longer exist. We can think of a divorce, which effectively ends the “group” of the married couple or of two best friends never speaking again. In a triad, however, the dynamic is quite different. If one person withdraws, the group lives on. A triad has a different set of relationships. If there are three in the group, two-against-one dynamics can develop, and a majority opinion may form on any issue.

PDF page 166: Often, larger groups require some kind of leadership. In small, primary groups, leadership tends to be informal. After all, most families don’t take a vote on who will rule the group, nor do most groups of friends. This is not to say that de facto leaders don’t emerge, but formal leadership is rare. In secondary groups, leadership is usually more overt. They often outline roles and responsibilities, with a chain of command to follow. Some secondary groups, like the military, have highly structured and clearly understood chains of command, and sometimes lives depend on those. After all, how well could soldiers function in a battle if different people were calling out orders and if they had no idea whom to listen to? Other secondary groups, like a workplace or a classroom, also have formal leaders, but the styles and functions of leadership can vary significantly.

PDF page 167: Leadership function refers to the main goal of the leader, which may be instrumental or expressive. An instrumental leader is one who is goal-oriented and largely concerned with accomplishing set tasks. We can imagine that an army general or a Fortune 500 CEO would be an instrumental leader. In contrast, expressive leaders are more concerned with promoting emotional strength and health, and ensuring that people feel supported. Social and religious leaders—rabbis, priests, imams, directors of youth homes and social service programs—are often perceived as expressive leaders. Sometimes people expect men to take on instrumental roles and women to assume expressive roles. Women and men who exhibit the other-gender manner can be seen as deviants and can encounter resistance. Yet, both men and women prefer leaders who use a combination of expressive and instrumental leadership (Boatwright and Forrest, 2000). Sociologists recognize three leadership styles. Democratic leaders encourage group participation in all decision making. They work hard to build consensus before choosing a course of action and moving forward. This type of leader is particularly common, for example, in a club where the members vote on which activities or projects to pursue. Democratic leaders can be well liked, but there is often a danger that decisions will proceed slowly since consensus building is time-consuming. A further risk is that group members might pick sides and entrench themselves into opposing factions rather than reaching a solution.

PDF page 167: Leadership function refers to the main goal of the leader, which may be instrumental or expressive. An instrumental leader is one who is goal-oriented and largely concerned with accomplishing set tasks. We can imagine that an army general or a Fortune 500 CEO would be an instrumental leader. In contrast, expressive leaders are more concerned with promoting emotional strength and health, and ensuring that people feel supported. Social and religious leaders—rabbis, priests, imams, directors of youth homes and social service programs—are often perceived as expressive leaders. Sometimes people expect men to take on instrumental roles and women to assume expressive roles. Women and men who exhibit the other-gender manner can be seen as deviants and can encounter resistance. Yet, both men and women prefer leaders who use a combination of expressive and instrumental leadership (Boatwright and Forrest, 2000). Sociologists recognize three leadership styles. Democratic leaders encourage group participation in all decision making. They work hard to build consensus before choosing a course of action and moving forward. This type of leader is particularly common, for example, in a club where the members vote on which activities or projects to pursue. Democratic leaders can be well liked, but there is often a danger that decisions will proceed slowly since consensus building is time-consuming. A further risk is that group members might pick sides and entrench themselves into opposing factions rather than reaching a solution.

PDF page 167: Leadership function refers to the main goal of the leader, which may be instrumental or expressive. An instrumental leader is one who is goal-oriented and largely concerned with accomplishing set tasks. We can imagine that an army general or a Fortune 500 CEO would be an instrumental leader. In contrast, expressive leaders are more concerned with promoting emotional strength and health, and ensuring that people feel supported. Social and religious leaders—rabbis, priests, imams, directors of youth homes and social service programs—are often perceived as expressive leaders. Sometimes people expect men to take on instrumental roles and women to assume expressive roles. Women and men who exhibit the other-gender manner can be seen as deviants and can encounter resistance. Yet, both men and women prefer leaders who use a combination of expressive and instrumental leadership (Boatwright and Forrest, 2000). Sociologists recognize three leadership styles. Democratic leaders encourage group participation in all decision making. They work hard to build consensus before choosing a course of action and moving forward. This type of leader is particularly common, for example, in a club where the members vote on which activities or projects to pursue. Democratic leaders can be well liked, but there is often a danger that decisions will proceed slowly since consensus building is time-consuming. A further risk is that group members might pick sides and entrench themselves into opposing factions rather than reaching a solution.

PDF page 167: Leadership function refers to the main goal of the leader, which may be instrumental or expressive. An instrumental leader is one who is goal-oriented and largely concerned with accomplishing set tasks. We can imagine that an army general or a Fortune 500 CEO would be an instrumental leader. In contrast, expressive leaders are more concerned with promoting emotional strength and health, and ensuring that people feel supported. Social and religious leaders—rabbis, priests, imams, directors of youth homes and social service programs—are often perceived as expressive leaders. Sometimes people expect men to take on instrumental roles and women to assume expressive roles. Women and men who exhibit the other-gender manner can be seen as deviants and can encounter resistance. Yet, both men and women prefer leaders who use a combination of expressive and instrumental leadership (Boatwright and Forrest, 2000). Sociologists recognize three leadership styles. Democratic leaders encourage group participation in all decision making. They work hard to build consensus before choosing a course of action and moving forward. This type of leader is particularly common, for example, in a club where the members vote on which activities or projects to pursue. Democratic leaders can be well liked, but there is often a danger that decisions will proceed slowly since consensus building is time-consuming. A further risk is that group members might pick sides and entrench themselves into opposing factions rather than reaching a solution.

PDF page 167: In contrast, a laissez-faire (French for “leave it alone”) leader is hands-off, allowing group members to selfmanage and make their own decisions. An example of this kind of leader might be an art teacher who opens the art cupboard, leaves materials on the shelves, and tells students to help themselves and make some art. While this style can work well with highly motivated and mature participants who have clear goals and guidelines, it risks group dissolution and a lack of progress.

PDF page 167: Finally, authoritarian leaders issue orders and assign tasks with little to no feedback from group members. These leaders are often instrumental leaders with a strong focus on meeting goals. Often, entrepreneurs fall into this mold, like Facebook founder Mark Zuckerberg. Not surprisingly, authoritarian leaders risk alienating the workers. When decisions need to made quickly or informed by a high level of expertise, however, this style of leadership can be required.

PDF page 167: Finally, authoritarian leaders issue orders and assign tasks with little to no feedback from group members. These leaders are often instrumental leaders with a strong focus on meeting goals. Often, entrepreneurs fall into this mold, like Facebook founder Mark Zuckerberg. Not surprisingly, authoritarian leaders risk alienating the workers. When decisions need to made quickly or informed by a high level of expertise, however, this style of leadership can be required.

PDF page 167: Leadership function refers to the main goal of the leader, which may be instrumental or expressive. An instrumental leader is one who is goal-oriented and largely concerned with accomplishing set tasks. We can imagine that an army general or a Fortune 500 CEO would be an instrumental leader. In contrast, expressive leaders are more concerned with promoting emotional strength and health, and ensuring that people feel supported. Social and religious leaders—rabbis, priests, imams, directors of youth homes and social service programs—are often perceived as expressive leaders. Sometimes people expect men to take on instrumental roles and women to assume expressive roles. Women and men who exhibit the other-gender manner can be seen as deviants and can encounter resistance. Yet, both men and women prefer leaders who use a combination of expressive and instrumental leadership (Boatwright and Forrest, 2000). Sociologists recognize three leadership styles. Democratic leaders encourage group participation in all decision making. They work hard to build consensus before choosing a course of action and moving forward. This type of leader is particularly common, for example, in a club where the members vote on which activities or projects to pursue. Democratic leaders can be well liked, but there is often a danger that decisions will proceed slowly since consensus building is time-consuming. A further risk is that group members might pick sides and entrench themselves into opposing factions rather than reaching a solution.