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For a work group to be effective, the leader must do more than contract clearly and be emphatic. As the leader makes demands, it is important for the case manager to note that group members will inevitably generate negative feelings. Shulman & Lawrence (2010) says that the important aspects that should be dealt with during the life of the work group include understanding the leader’s control, responsibility and status. The leader’s task should be to draw the interpersonal obstacles to the attention of the members and to help the group develop the ability to discuss them. The mutuality of leadership allows all participants to feel understood and accepted. Shulman & Lawrence (2010) noted that the leader, creating a safe relational context, fosters connectedness within that safety by working to enlarge the empathy for difference.

Effective leadership in a group work is required to provide direction and support for team members to collaborate effectively and to empower them to make service improvements (Jasper & Jumaa, 2008). The case manager needs to create resonance a reservoir of positivity that frees the best in people. Group cohesiveness, composition, performance, leadership, motivation and group goals are variables that have been identified and that can help determine whether or not a group is effective and achieves resonance (Hernon & Rossiter, 2007).

Resonance is manifested in group work through the ability of group members to simply resonate with another’s experience in the group and experience some vicarious relief because of that resonance. Jasper & Jumaa (2008) says that groups moves much closer to knowing and sharing their truths without necessarily responding or articulating it. The leader needs to modulate this resonance by helping each member develop skills to manage and contain intense feelings (Yarbrough, 2008).

Work groups need individuals who are versatile and flexible while managing ideas, strategies, and people. Yarbrough (2008) says that groups composed of members with strong skills and training across the board have more internal resources to pull from than groups without. Leaders move towards resonance in work group through clearly identified functional skills (Hernon & Rossiter, 2007). The case manager should link the present to the future, energize group members, garner commitment, give meaning to work and establish a standard of excellence. 

Taking the lead in moving toward resonance in work group requires leaders to take action through their facilitation of cooperation, interaction, and resonance among individuals involved in change or adaptive processes (Yarbrough, 2008). Achieving resonance requires flexibility and a comprehensive overview of the group’s current assignment and also depends on each member unique attributes (Jones & Brazzel, 2012). Resonance is achieved by using a comprehensive, customized approach to communication which not saves time and energy but also resources in the end. It is important to note that group members respond with great feeling to a caring and honest group leader. 

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