Critique Leaders’ Team Building Styles

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Dave
Dave is in a different category of team development as his requirement forms from a specific need or objective. The selection of team members does not follow the same structure as that for Kyle and Steve whereas Dave must form team dynamics based on who is provided to the team, not necessary based on expertise but on who is available at the time. With this deviation from a normal talent pool to a modified experience pool, precise responsiveness for encouraging members' team identification is leadership (Huettermann et al., 2012). Knowing the experience pool of potential team members is dependent of availability of personnel requires the leader too quickly and activity combined level of followers' self-concepts, abilities, and aptitude to achieve the project goals there forth strengthening the team’s identification and stimulating team-oriented efforts (Huettermann et al., 2012). This type of team building leadership requires a strong understanding of personalities and personality types. This is one of Dave’s strengths and is the underlying concept of his position. Strong interaction with differing personalities requires a skilled leader to communicate in ways that will not hinder the process as opposite personalities begin forming and norming in group dynamics (Bell & Smith, 2010).
As a transformational leader, Dave interrelates moral and authoritarian leadership behaviors in calculating the currently assigned team members with respect to the in-role and extra-role efforts (Schuh et al., 2013). Henceforth, Dave building on charismatic leader, attribution, social learning, and social exchange theories for positive and negative effects of behaviors to elicit strong attention and sense-making efforts amongst the team (Hu...

... middle of paper ...

...Turbo-Charging Intrinsic Motivation. Journal For Quality &
Participation, 33(3), 4-8.
Schuh, S., Zhang, X., & Tian, P. (2013). For the Good or the Bad? Interactive Effects of
Transformational Leadership with Moral and Authoritarian Leadership Behaviors. Journal Of Business Ethics, 116(3), 629-640. doi:10.1007/s10551-012-1486-0
Sorensen, P. F., & Minahan, M. (2011). McGregor's legacy: the evolution and current application of Theory Y management. Journal of Management History, 17(2), 178-192.
Sosik, J., Chun, J., & Zhu, W. (2014). Hang on to your ego: The moderating role of leader narcissism on relationships between leader charisma and follower psychological empowerment and moral identity. Journal Of Business Ethics, 120(1), 65-80. doi:10.1007/s10551-013-1651-0
Turaga, R. (2013). Building Trust in Teams: A Leader's Role. IUP Journal Of Soft Skills, 7(2),
13-31.

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