ABSTRACT
Studies that have been made throughout the past 50 years have indicated the existence of the varying phenomena of group behaviour and, in particular, the informal patterns which are not taken into account in formal, official prescriptions about work issued by management. These revelations are especially significant because of the implications for leadership. If managers are unaware of these phenomena and their causes, they will make unwarranted assumptions based on their own perspectives, and will establish goals, structures, plans and work arrangements that are inappropriate to the groups that they lead. In fact, some of these phenomena may be a reaction to inappropriate, insensitive behaviour on the part of management, so that a vicious circle of negative behaviour may be set in motion, which is virtually self-perpetuating.
