The phenomenon of out-groups has been extensively studied by researchers, yet many leaders still continue to fail to recognize it. Nevertheless, out-groups constitute a considerable factor in any team and must be taken into account (Northouse, 2021). Out-groups form as a result of their members’ disagreement with the commonly accepted ideas, values, and policies in a certain organization. Essentially, such groups are not interested in sharing the same goals with the rest of the team. In many cases, out-groups also form because several team members do not feel accepted in the organization and decide to form their alternative community.
There are several effects of in-group/out-group dynamics on organizational climate. Due to the fact that out-group members do not support the mainstream ideas adopted by the majority of employees, they can offer unique perspectives which can be beneficial and useful. At the same time, in-group members may suppress the voices of the out-group and stifle its creativity, preventing the organization from receiving important insights. Thus, in order to maximize the benefits offered by out-groups, it is important to maintain proper dynamics within the organization.
There are several steps leaders can take to support out-group members. First of all, leaders have to learn to listen to out-group members’ recommendations and opinions. Moreover, it is important to empathize with their perspectives to demonstrate that they are recognized by the leadership. Additionally, it is vital to encourage out-group members and provide them with an atmosphere where they can show their creativity. Essentially, out-group members must possess the ability to speak freely and share their unorthodox views while still being included in the organizational environment. Leaders must provide out-group members with interesting tasks which simultaneously coincide with the end goals of the organization.
Reference
Northouse, P. (2021). Leadership: Theory and practice (9th ed.). Sage.