The concept of cohesion is different at the individual and group levels. According to Schuster (2020), cohesion at a group level can be defined as the shared perception that members have in terms of closeness and unity. Banwo et al. (2015) note that strong group performance is associated with high levels of group cohesion. There are two types of cohesion: social and task. Social cohesion is the desire to be around and interact with one another.
In contrast, task cohesion has to do with members remaining together because they are heavily involved in a task. Many advantages are associated with group cohesion. Cohesiveness contributes to increased productivity. A cohesive group faces less stress, low turnover rates, low rates of absenteeism. In turn, the members have more consistent individual productivity outcomes and experience greater job satisfaction (Banwo et al., 2015). However, many scholars believe that cohesion can be a hindrance to organizational success.
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Schuster (2020) believes that cohesive groups find it difficult to change their behavior, values, and actions, especially when change is driven by an external force. Mostly, group cohesiveness leads to “group thinking.” The members are reluctant to express opposing ideas to avoid causing disharmony. Some scholars blame group cohesiveness for the success of corrupt organizations (Schuster, 2020). Members find it challenging to leave the group due to the bond that they have created. A clear fact is that the members of a group follow norms. If the norms help the group to function effectively, then the group becomes productive. However, if the norms are not effective, then the group becomes a hindrance to the success of an organization. When a good leader manages a cohesive team, the success of an organization becomes inevitable.
References
Banwo, A. O., Du, J., & Onokala, U. (2015). The impact of group cohesiveness on organizational performance: The Nigerian case.
Schuster, C. S. (2020). Cohesion: The good, the bad, and the prosperous.