BSW3702
Portfolio
Semester 2 2025
Due 1 October 2025
,BSW3702
Portfolio
Semester 2 2025
DUE 1 October 2025
Group Work: Theories, Approaches and Models
QUESTION 1
1.1 Field Theory and Its Applicability in Group Work
Field theory was introduced by Kurt Lewin, who argued that human behaviour does not
occur in isolation but is shaped by the dynamic interaction between individuals and their
environment (Lewin, 1951). In this framework, behaviour (B) is seen as a function of
both the person (P) and the environment (E), expressed in the well-known formula B =
f(P,E). This perspective shifts the focus from viewing individual actions as fixed or solely
personality-driven to understanding them as products of ongoing situational and
relational forces.
When applied to group work, field theory provides an important lens for analysing how
members’ actions and attitudes are shaped by the group context. A group is more than a
collection of individuals; it is a dynamic social field where each member’s behaviour is
influenced by interactions, norms, roles, and power relations. For instance, a member
may initially appear resistant or withdrawn, but this response might be better explained
by the group’s climate, leadership style, or level of cohesion, rather than by personal
traits alone (Forsyth, 2019).
A key concept in field theory is “life space,” which refers to the total psychological
environment as perceived by an individual. Within groups, members’ life spaces
overlap, and their perceptions of safety, trust, or threat shape their willingness to
participate. This helps practitioners to identify invisible barriers to engagement, such as
,fear of judgement or unclear group norms. By recognising these dynamics, a facilitator
can intervene more effectively, for example by strengthening group cohesion or
clarifying shared goals.
Another practical contribution of field theory to group work is its emphasis on
interdependence. Lewin maintained that change occurs more effectively in group
settings because the collective field exerts pressure for conformity and shared
movement toward goals (Cartwright, 1968). This is particularly relevant in social work
practice where groups are often used to promote empowerment, learning, and
behavioural change. The group becomes a corrective social environment where
members influence and support one another toward healthier outcomes.
Critically, field theory reminds practitioners that interventions cannot focus on the
individual alone. To address challenges in a group, the worker must consider the total
field: leadership structures, cultural context, group norms, and external pressures. A
limitation, however, is that field theory is more descriptive than prescriptive. While it
explains group dynamics well, it does not always provide clear strategies for
intervention. Despite this, it remains foundational because it frames behaviour as fluid,
relational, and shaped by context, which is indispensable in group facilitation.
In sum, field theory enriches group work by emphasising the constant interaction
between people and their environment. It offers a holistic understanding of behaviour,
equips practitioners to interpret resistance and cohesion within groups, and highlights
the power of collective influence in fostering change.
1.2 Relevance of the Authoritarian Leadership Style in Group Work
Authoritarian leadership is characterised by a centralised decision-making process
where the leader exercises high levels of control and provides direct instructions with
little input from group members (Northouse, 2019). While contemporary social work
practice generally favours participatory and democratic approaches, authoritarian
leadership can be relevant under specific circumstances where structure and control are
essential.
, One situation where it becomes appropriate is during crisis intervention. When a
group faces immediate danger or confusion—such as in emergency relief settings or in
the early stages of a high-conflict group—the need for quick, decisive action outweighs
the benefits of consultation. An authoritarian leader can stabilise the situation by setting
clear expectations and directing members toward safety and order (Toseland & Rivas,
2017).
Another context is with groups that lack experience or readiness for self-direction.
For example, in groups composed of individuals who are unfamiliar with structured
discussions or who struggle with decision-making, a directive leadership style ensures
the group remains focused and productive. In such cases, authoritarian leadership can
provide the necessary scaffolding until members develop greater confidence and
cohesion.
Authoritarian leadership also has a role in educational or skills-training groups where
information must be delivered accurately and efficiently. For example, when introducing
medical or legal information that requires precision, the facilitator may need to maintain
firm control to ensure that critical content is communicated without distortion or
misinterpretation.
However, authoritarian leadership carries limitations. It risks suppressing member
participation, reducing creativity, and creating dependency on the leader. If overused, it
can damage group cohesion and foster resentment. Thus, its relevance should be
viewed as situational rather than universal.
In essence, authoritarian leadership becomes relevant when safety, clarity, or efficiency
is paramount. It serves as a temporary but sometimes necessary approach to maintain
order, structure, and direction, especially in crisis settings or with inexperienced groups.
Portfolio
Semester 2 2025
Due 1 October 2025
,BSW3702
Portfolio
Semester 2 2025
DUE 1 October 2025
Group Work: Theories, Approaches and Models
QUESTION 1
1.1 Field Theory and Its Applicability in Group Work
Field theory was introduced by Kurt Lewin, who argued that human behaviour does not
occur in isolation but is shaped by the dynamic interaction between individuals and their
environment (Lewin, 1951). In this framework, behaviour (B) is seen as a function of
both the person (P) and the environment (E), expressed in the well-known formula B =
f(P,E). This perspective shifts the focus from viewing individual actions as fixed or solely
personality-driven to understanding them as products of ongoing situational and
relational forces.
When applied to group work, field theory provides an important lens for analysing how
members’ actions and attitudes are shaped by the group context. A group is more than a
collection of individuals; it is a dynamic social field where each member’s behaviour is
influenced by interactions, norms, roles, and power relations. For instance, a member
may initially appear resistant or withdrawn, but this response might be better explained
by the group’s climate, leadership style, or level of cohesion, rather than by personal
traits alone (Forsyth, 2019).
A key concept in field theory is “life space,” which refers to the total psychological
environment as perceived by an individual. Within groups, members’ life spaces
overlap, and their perceptions of safety, trust, or threat shape their willingness to
participate. This helps practitioners to identify invisible barriers to engagement, such as
,fear of judgement or unclear group norms. By recognising these dynamics, a facilitator
can intervene more effectively, for example by strengthening group cohesion or
clarifying shared goals.
Another practical contribution of field theory to group work is its emphasis on
interdependence. Lewin maintained that change occurs more effectively in group
settings because the collective field exerts pressure for conformity and shared
movement toward goals (Cartwright, 1968). This is particularly relevant in social work
practice where groups are often used to promote empowerment, learning, and
behavioural change. The group becomes a corrective social environment where
members influence and support one another toward healthier outcomes.
Critically, field theory reminds practitioners that interventions cannot focus on the
individual alone. To address challenges in a group, the worker must consider the total
field: leadership structures, cultural context, group norms, and external pressures. A
limitation, however, is that field theory is more descriptive than prescriptive. While it
explains group dynamics well, it does not always provide clear strategies for
intervention. Despite this, it remains foundational because it frames behaviour as fluid,
relational, and shaped by context, which is indispensable in group facilitation.
In sum, field theory enriches group work by emphasising the constant interaction
between people and their environment. It offers a holistic understanding of behaviour,
equips practitioners to interpret resistance and cohesion within groups, and highlights
the power of collective influence in fostering change.
1.2 Relevance of the Authoritarian Leadership Style in Group Work
Authoritarian leadership is characterised by a centralised decision-making process
where the leader exercises high levels of control and provides direct instructions with
little input from group members (Northouse, 2019). While contemporary social work
practice generally favours participatory and democratic approaches, authoritarian
leadership can be relevant under specific circumstances where structure and control are
essential.
, One situation where it becomes appropriate is during crisis intervention. When a
group faces immediate danger or confusion—such as in emergency relief settings or in
the early stages of a high-conflict group—the need for quick, decisive action outweighs
the benefits of consultation. An authoritarian leader can stabilise the situation by setting
clear expectations and directing members toward safety and order (Toseland & Rivas,
2017).
Another context is with groups that lack experience or readiness for self-direction.
For example, in groups composed of individuals who are unfamiliar with structured
discussions or who struggle with decision-making, a directive leadership style ensures
the group remains focused and productive. In such cases, authoritarian leadership can
provide the necessary scaffolding until members develop greater confidence and
cohesion.
Authoritarian leadership also has a role in educational or skills-training groups where
information must be delivered accurately and efficiently. For example, when introducing
medical or legal information that requires precision, the facilitator may need to maintain
firm control to ensure that critical content is communicated without distortion or
misinterpretation.
However, authoritarian leadership carries limitations. It risks suppressing member
participation, reducing creativity, and creating dependency on the leader. If overused, it
can damage group cohesion and foster resentment. Thus, its relevance should be
viewed as situational rather than universal.
In essence, authoritarian leadership becomes relevant when safety, clarity, or efficiency
is paramount. It serves as a temporary but sometimes necessary approach to maintain
order, structure, and direction, especially in crisis settings or with inexperienced groups.
