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According to the social exchange theory, group membership will be more satisfying to a new prospective member if the group's outcomes, in terms of costs and rewards, are above the individual's comparison level. As well, group membership will be unsatisfying to a new member if the outcomes are below the individual's comparison level. [29]
The Vertical Dyad Linkage Theory is a theory that deals with the individual dyadic relationships formed between leaders and their subordinates. [1] It is also widely known as The Leadership-Member Exchange (LMX) Theory. [2] Originally, the theory has been developed by Fred Dansereau, George Graen and William J. Haga, in 1975. [3]
Basic groups: The smallest possible social group with a defined number of people (i.e. greater than 1)—often associated with family building: Dyad: Will be a group of two people. Social interaction in a dyad is typically more intense than in larger groups as neither member shares the other's attention with anyone else.
Also, members of older groups tended to perceive their groups to have more of the characteristics of Stage-3 and Stage-4 groups and to be more productive. Based on these results, Wheelan's position supports the traditional linear models of group development and casts doubt on the cyclic models and Gersick's punctuated equilibrium model.
Each group member makes their own private and independent decision and all are later "averaged" to produce a decision. Plurality Group members vote on their preferences, either privately or publicly. These votes are then used to select a decision, either by simple majority, supermajority or other more or less complicated voting system ...
In the 1970s and 80s, Henri Tajfel and John Turner proposed two connected theories of social identity, self-categorization theory and social identity theory, that together form a method for understanding the psychological processes underlying how individuals make sense of their identities and group membership. [35]
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The theory holds that the effectiveness of a task group or of an organization depends on two main factors: the personality of the leader and the degree to which the situation gives the leader power, control, and influence over the situation or, conversely, the degree to which the situation confronts the leader with uncertainty. [1]