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Building on Tuckman's model and based on her own empirical research as well as the foundational work of Wilfred Bion, Susan Wheelan proposed a "unified" or "integrated" model of group development (Wheelan, 1990; Wheelan, 1994a). This model, although linear in a sense, takes the perspective that groups achieve maturity as they continue to work ...
The forming–storming–norming–performing model of group development was first proposed by Bruce Tuckman in 1965, [1] who said that these phases are all necessary and inevitable in order for a team to grow, face up to challenges, tackle problems, find solutions, plan work, and deliver results. He suggested that these inevitable phases were ...
The IPO model of teams is a systems theory, as it rests on the assumption that a team is more than one-to-one relationships between variables, and more than the sum of its members. It suggests that there are interactions and feedback between many contributing factors. [ 2 ]
The equilibrium model of group development (equilibrium model) is a sociological theory on how people behave in groups. The model theorizes that group members will work to maintain a balance, or equilibrium, between task-oriented (instrumental) and socio-emotional (expressive) needs. [1] [2] A group can be successful if it maintains this ...
Cog's ladder of group development is based on the work, "Cog's Ladder: A Model of Group Growth", by George O. Charrier, an employee of Procter and Gamble, published in a company newsletter in 1972. The original document was written to help group managers at Procter and Gamble better understand the dynamics of group work, thus improving efficiency.
The situational leadership II (SLII) model acknowledged the existing research of the situational leadership theory and revised the concepts based on feedback from clients, practicing managers, and the work of several leading researchers in the field of group development. [5] The primary sources included:
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
The evaluation of how effective a team is, is achieved with the aid of a variety of components derived from research and theories that help in creating a description of the multifaceted nature of team effectiveness. According to Hackman (1987), [11] team effectiveness can be defined in terms of three criteria: