Expert Tips to Avoid Common Errors in Group Therapy Leadership

Group therapy can be a transformative experience when guided effectively, but it also presents unique challenges for the group leader. Whether you’re an experienced therapist, a new practitioner, or a facilitator in a community setting, understanding the typical pitfalls in group therapy is crucial for success. In this blog post, we’ll walk you through the most common errors made by group therapy leaders — and expert tips to avoid them — so your groups can thrive.

1. Lack of Clear Structure and Purpose

One of the most frequent mistakes in group therapy leadership is failing to provide a consistent structure. Without a clear framework, sessions can become unfocused, leaving participants confused and disengaged. Each session should have a beginning, middle, and end, starting with a check-in and ending with a wrap-up or summary.

As the leader, you set the tone. Create a session roadmap and communicate it regularly. This helps members feel safe and oriented, especially those who may struggle with anxiety or uncertainty. In structured groups, participants tend to engage more, reflect more deeply, and progress more quickly.

Establish a shared understanding of the group’s goals early on. Are you focusing on emotional support, skill-building, cognitive-behavioural techniques, or something more niche like grief, addiction, or relationship dynamics? When leaders clearly define the group’s purpose, it aligns expectations and cultivates a sense of shared progress.

Offer a written guide or handout outlining group guidelines, weekly themes if applicable, and expected conduct. It can be a game-changer, especially if your group sees new members regularly. Structure doesn’t eliminate freedom; it strengthens it.

2. Over-involvement or Under-involvement

Striking the right balance in your level of participation is key. Over-involved leaders may dominate the conversation, offer too much advice, or unconsciously steer sessions toward their perspective. This reduces opportunities for group members to interact with each other and build mutual support.

On the other hand, under-involved leaders may neglect their role in guiding the group process. Without your active shaping of the discussion, certain voices may overpower others, conflict may go unaddressed, or the focus could veer off course. Passive leadership disrupts cohesion and stalls progress.

A good rule of thumb? Think of yourself as a facilitator rather than a fixer. Step in when necessary to steer, clarify, or mediate — but allow space for organic sharing and peer-driven conversation. The group’s strength lies in collective wisdom, not just the leader’s expertise.

Monitoring your own behaviour and seeking supervision or peer feedback can help maintain this balance. Reflect on your level of involvement regularly. Ask yourself: am I helping the group connect with each other, or just with me?

3. Ignoring Group Dynamics and Interpersonal Tension

In any therapy group, complex interpersonal dynamics are inevitable — and if ignored, can derail progress. Some leaders, especially new ones, try to "keep the peace" by sidestepping tension or conflict. But processing these dynamics is often where the richest work happens.

Skilled leaders see resistance, discomfort, or disagreement as opportunities for growth. When a participant dominates, or silence spreads, or subtle hostility emerges, address it gently and directly. Frame it as an invitation to deepen the work.

Create safety by modelling transparency and curiosity. Instead of shutting someone down, ask the group “What do others notice about what’s happening right now?” or "How is this moment landing for everyone?" Encouraging meta-level awareness builds emotional intelligence across the group.

Of course, individual personalities and group composition matter. Some groups require more containment; others thrive with more extroverted energy. Continually assess verbal and non-verbal cues, and be ready to adapt your approach with sensitivity and clinical judgment.

4. Not Establishing or Enforcing Boundaries

Group therapy should feel safe, but emotional safety requires clear boundaries. Leaders who neglect to establish limits — such as time management, privacy expectations, or respectful communication — can inadvertently create conditions where participants over-share or feel unsafe.

Boundaries need to be clarified up front and reinforced consistently. Make confidentiality, punctuality, emotional safety, and respectful engagement non-negotiable group norms.

Don’t be afraid to intervene if someone is repeatedly disrespectful, dominating, or dismissive. As uncomfortable as it may feel, setting boundaries actually enhances safety and trust. Just ensure you do it with empathy and care.

It's also vital to set clear personal boundaries. Members may try to contact you outside of group sessions for extra support. Decide ahead of time what your policy is and communicate it clearly. Being too accessible can blur lines and reduce group effectiveness.

5. Failing to Encourage Equitable Participation

In every group, you’ll likely have outspoken members and those who are more reserved. If a few members dominate the discussion, it limits the full potential of group interaction.

As the leader, part of your role is making space for all voices. Gently encourage quieter members to share by inviting them directly. For instance, “Sarah, we haven’t heard from you yet – anything you’d like to add or reflect on?”

Use structured techniques when needed, such as go-arounds or timed responses, to democratize speaking time. Try assigning group activities or breakout discussions (in-person or virtual) to engage different personality types more comfortably.

Over time, this will help cultivate a group culture where each member feels valued and heard — nurturing overall cohesion and progress.

6. Overlooking Cultural and Individual Differences

A common pitfall in group therapy is assuming a “one size fits all” approach will work for every group. Cultural background, personality, trauma history, and communication preferences all shape how people engage in therapeutic spaces.

Effective leaders work hard to acknowledge and respect these differences. Reflect on your own biases or blind spots. Ensure the space is inclusive — from the examples you use, to how you engage different perspectives, to the norms you establish regarding participation and feedback.

It can be helpful to explicitly invite cultural or personal reflections into the work. “Does anyone’s experience here differ based on background or upbringing?” can open the door to rich, enlightening discussions that enhance empathy across the group.

Create an environment where differences are welcomed, not tiptoed around. Tailoring your leadership to embrace diversity will foster deeper trust and learning.

7. Inadequate Preparation and Follow-Up

Preparation doesn’t end once a group is up and running. Each session should be planned with intention, informed by prior sessions, group dynamics, and the overarching goals of the program.

Some leaders fall into a pattern of “showing up and seeing what happens.” While spontaneity has its place, good group work requires ongoing preparation and follow-up. Review notes, revisit group dynamics, plan activities, discussion prompts, or reflection questions that align with group goals.

Follow-up is just as crucial. Check in with individuals as needed, especially after intense sessions where emotions run high. Brief phone calls, emails, or one-to-one meetings can help resolve issues and provide grounding.

Staying actively engaged outside of the group fosters greater responsibility and continuity in the therapeutic process.

8. Neglecting Self-Care and Supervision

Group leadership can be emotionally demanding. Without proper support, leaders are at risk of burnout or emotional reactivity that compromises the group process. Self-care isn’t a luxury — it’s a professional responsibility.

Set boundaries around your availability and ensure you take breaks between sessions where possible. Schedule regular supervision or peer support sessions so you can process complex group material and get outside perspectives.

Engaging in your own reflective practices — journaling, mindfulness, therapy — helps you stay regulated and present for your members. A grounded, healthy leader is more responsive, insightful, and compassionate.

You’re also modelling what you want to see. When leaders prioritise emotional wellbeing and growth, it gives group members permission to do the same.

Conclusion

Being a great group therapy leader doesn’t mean you never make mistakes — it means you're continually learning, adapting, and growing in response to the group’s needs. By avoiding these common errors and implementing expert-backed strategies, you can create powerful and life-changing spaces for your clients or community.

As with any therapeutic modality, group leadership is a combination of art and science. Stay curious, stay reflective, and never hesitate to ask for feedback or guidance. The impact you make in people’s lives — and the healing that unfolds in your groups — is well worth the effort.