The manager’s communication style also affects group cohesiveness.
If the manager main- tains a high degree of information power and controls not only what information is received but also who receives it, group performance may suffer. By interrupting, changing the subject, monopolizing the conversation, or ignoring the feedback, problems escalate and the leader re- mains uninformed and both individuals in the group and the group’s ability to function suffer.
If, on the other hand, the manager shares information freely, encourages a high degree of mutual communication and participative problem solving, performance and job satisfaction improves. In participative groups, each individual has the opportunity, and is encouraged, to seek and share information and to communicate frequently with anyone and everyone in the group. Managers and staff alike check with each other to ensure that information is clear, to offer suggestions, and to provide feedback.
Handling conflict (Chapter 12) and change management (Chapter 5) are essential manage- ment skills as well (MacPhee & Bouthillette, 2008).