The business owner had negotiated incentive schemes with all his senior sales and marketing managers. However, the detail of these schemes was not open information - he only communicated with individuals about their own commissions. Managers gradually began to become aware of serious contradictions. If they collaborated on a project, they risked their commission going to someone else. Consequently, they looked to their own advantage, and as a result they were wary of pooling their resources. This approach to incentives epitomized the CEO's leadership style. He worked directly with each individual, rarely call group meetings, and did nothing deliberately to build a sense of a team.

Recently, I attended a meeting of a professional association which was held in a local college. I was mildly shocked that the organizers had left the seating arrangement as it was - set up for a class with the chairs and tables in rows facing the front. I proposed we re-organize the room in such a way that we could all be face-to-face to support group communication.

A few months back I was part of a seminar on using telephone bridge lines for group coaching for managers. The seminar leader did not think the number of people on the bridge or their regular attendance to be important factors to building the breadth and depth of the group's conversation. As far as I could determine, he made no distinction between a class taught by an instructor and a telephone discussion group.

Each of these stories illustrates the way many leaders are unaware of the nature of a psychological group and what it takes for a leader to bring out the best in such a group. Group-centered leadership represents a significant shift from the individual-centered leadership illustrated above. Leaders must begin to think on a third plane - the dynamics of the group in addition to the performance of individuals and the accomplishment of the task. Leaders need to be committed to the group-centered approach and to appreciate that developing their competence as a group-centered leader takes a considerable time and effort.

Undoubtedly we can experience some pretty uncomfortable feelings in work groups, and for that reason some leaders positively avoid them. Often they are impatient with group discussion because it takes so long. They already know the answers so why waste their time in the group? But these leaders may also feel vulnerable in a group discussion. They may have to explain their reasoning or expose themselves to criticism. A leader may be uncomfortable with the chaotic character that can develop in a group - discussion is not always a logical progression of ideas; people disagree with one another or cannot reach a decision. The leader may not like the "out of control" feeling that such groups can provoke.

At its worst a work group can be a miserable experience; the group can become dispirited or fall into conflict. It can become depressed, factious, and punitive. However, the fact is that group moods do fluctuate, and with an effective group leader such episodes can be the exception rather than the norm.

At its best a good group can be a wonderful place to work - full of energy, creativity and good social support. The benefits of an effective group for a leader are significant:

• Members of the group develop a sense of collective responsibility and overcome their dependence on the leader.
• Collaboration and inter-dependence become the norm for group behavior.
• Group members contribute their special knowledge readily to the decision-making process.
• There is synergy between members as they develop insight and solutions.
• Members develop respect for each other and listen carefully to each others contributions.

Leaders need to prepare themselves at a range of levels if they are to develop their capacity for group-centered leadership. They need to learn about the processes which give rise to destructiveness in groups and the conditions for effective groups. They need to be ready for the emotional buffeting that groups can sometimes deliver. They need skills for fostering the group. Undoubtedly the most important developmental experience for a leader is to have been part of an effective group so that this experience is available as a vision of what can be possible.

There are several practical points that a leader can follow that favor the development of a group.

1. Hold regular meetings.
2. Arrange seating for face-to-face communication.
3. At the beginning make space for introductions and settling in. This is an important part of forming the psychological group.
4. Encourage broad participation.
5. Encourage openness. Let is be OK for people to say what they think.
6. Discourage sub-groups and secrets.
7. Recognize the group's achievements.
8. Develop "group" agendas. i.e. items which require group discussion.
9. Manage the group's boundaries (membership, space and time).
10. Give members opportunity to take part in decision making.
11. Encourage listening and clear communications.
12. Believe in the capacity of the group.