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Journal Article 1: Mcleod, P. L., & Kettner-Polley, R. B. (2004). Contributions of psychodynamic theories to understanding small groups. Small Group Research, 35(3), 333-361.

Abstract: Psychodynamic theories of groups operate on the fundamental assumption that (a) nonconscious emotional processes shape interpersonal behavior in groups; (b) the lack of awareness of these processes inhibits effective work in the group; and (c) bringing such processes to members’ awareness will help remove this inhibition. Psychodynamic theories can be classified into two types of approaches: psychoanalytic and humanistic. These perspectives further assume that social behavior has biological bases and that a group mind exists. The psychoanalytic approach is governed by a medical model and traces its early development to Freud. Humanistic approaches are governed by an education and the human development model and trace their roots to the early social psychological theories of Lewin. Psychodynamic perspectives have influenced the study of groups widely and are notable for their major contribution to theories of group development.

Journal Article 2: Hogg, M. A., Abrams, D., Otten, S., & Hinkle, S. (2004). The social identity perspective: Intergroup relations, self-conception, and small groups. Small Group Research, 35(3), 246-276.

Abstract: The historical development, metatheoretical background, and current state of the social identity perspective in social psychology are described. Although originally an analysis mainly of intergroup relations between large-scale social categories, and more recently an analysis with a strong social cognitive emphasis, this article shows that the social identity perspective is intended to be a general analysis of group membership and group processes. It focuses on the generative relationship between collective self-conception and group phenomena. To demonstrate the relevance of the social identity perspective to small groups, the article describes social identity research in a number of areas: differentiation within groups; leadership; deviance; group decision making; organizations; computer-mediated communication; mobilization, collective action, and social loafing; and group culture. These are the areas in which most work has been done and which are therefore best placed for further development.

Journal Article 3: Emery, C., Calvard, T. S., & Pierce, M. E. Leadership as an emergent group process: A social network study of personality and leadership. Group Processes & Intergroup Relations, 16(1), 28-45.

Abstract: A longitudinal study was conducted on the social network of a leaderless group to explore how Big Five personality traits affect leadership emergence, in the form of receiver ties (being nominated as a leader), sender ties (nominating others as leaders), and similarity effects (nominating similar/different others as leaders). Forty one students on a 3-month study abroad program participated in intensive group work, and their perceptions of emergent task- and relationship-oriented leadership within these groups were assessed three times across the life cycle of the group. Results indicated that individuals scoring higher on extraversion, openness to experience, and conscientiousness were nominated more as task- and relationship-oriented leaders, whereas those who were more agreeable were more likely to emerge as relationship-oriented leaders. In terms of emergent followership, group members who were more agreeable and neurotic (and less open to experience) were less likely to follow relationship-oriented leaders, whereas more conscientious individuals were more likely to follow task-oriented leaders. With respect to the effects of complementarity and similarity, both task- and relationship-oriented leader nominations were based on dissimilar levels of agreeableness between leaders and followers, whereas nominated relationship-based leaders tended to have similar levels of openness to experience to followers. Implications of these results are discussed.

Journal Article 4: Bland, R., & Renouf, N. (2001). Social work and the mental health team. Australasian Psychiatry, 9(3), 238-241.

Abstract: The contributions of social work to the interdisciplinary team are described, along with opportunities for, and barriers to, effective teamwork. Social work is concerned with the social context and consequences of mental illness on the individual, family and community. Social work serves to connect the treatment team to the broader issues of family welfare, housing, income security, and community and sense of belonging. This broader focus and the social justice framework for social work can create tension between social work and other disciplines. Both undergraduate and postgraduate education for social workers remain a challenge, given the complexity and demands of the mental health workplace.