Work and defensive processes in small groups: effects of leader gender and authority position.
The effects of leader gender and degree of authority on work activity and group-as-a-whole defensive processes were examined in two Tavistock-model group relations conferences. The small groups in each conference had two leaders with different degrees of explicit authority, a consultant and associate consultant. In one conference, males were designated as consultants and females as associate consultants. In the second conference these role assignments were reversed. Segments of group interaction following leaders' interventions were scored for primary group activity (dependency, fight/flight, pairing or work) and individual member work. High authority leaders elicited more fight/flight than leaders with secondary authority, who in turn evoked more pairing. High authority female leaders tended to evoke more fight/flight activity than the males paired with them. Groups periodically responded with dependency regardless of leader gender or authority position. Group-as-a-whole work occurred infrequently. Individual work occurred, with no significant difference in frequency, in response to all leaders and in the midst of each group-as-a-whole defensive process.
D001318:Authoritarianism; D003674:Defense Mechanisms; D003858:Dependency, Psychological; D005260:Female; D005783:Gender Identity; D006126:Group Processes; D006801:Humans; D007062:Identification, Psychological; D008297:Male; D012930:Social Dominance; D014937:Work