Dynamics of Leadership: Differentiation, Development, and Success

This document explores the dynamics of leadership, including the differentiation between managers and leaders, ways for leaders to develop through education and experience, methods to measure success of leaders, different types of followership and the role of followers, and the relationship between leaders, followers, and the environment.

Running head: DYNAMICS OF LEADERSHIP
Dynamics of Leadership
Name of the Student
Name of the University
Author note

1
DYNAMICS OF LEADERSHIP
Table of Contents
Task 1...............................................................................................................................................2
a) Differentiation between Managers and Leaders......................................................................2
b) Ways through which Leaders can develop through Education and Experience.....................4
c) Methods and Techniques to Measure Success of Leaders......................................................5
d) Different Types of Followership and Role of followers.........................................................6
e) The relationship between Leaders, Followers and Environment............................................8
f) Critical Analysis of Contribution of Leaders as Individuals..................................................10
Task 2.............................................................................................................................................12
a) The concept of Values...........................................................................................................12
b) Impact of Values in Organization.........................................................................................12
c) Implications of Culture on Leadership..................................................................................14
d) The relationship between Personality and Leadership..........................................................15
e) Analysis of Forms of Intelligence which Creates Influence on Behavior of Leaders...........16
f) Difference between Power and Influence..............................................................................17
g) Sources of Power...................................................................................................................17
h) Assessment of Leader’s Motivation to Influence and Lead..................................................18
Task 3.............................................................................................................................................19
a) Difference between Groups and Teams.................................................................................19
Identification of Stages in Growing Successful Teams and Groups.........................................19

2
DYNAMICS OF LEADERSHIP
b) Evaluation of Leadership as Group and Team Function.......................................................20
c) Ways to Lead Virtual Teams.................................................................................................21
d) Assessment of Ways Used by Leaders to Influence Follower Motivation...........................22
e) Assessment of Ways Used by Leaders to Influence Follower Satisfaction..........................22
f) Dynamic Relationship between Motivation, Satisfaction and Performance..........................23
Task 4.............................................................................................................................................23
a) Analysis of How Task Interdependence, Task Structure, Job Characteristics and Changes
Influence Behavior of Leaders and Followers...........................................................................23
b) Analysis of Organizational Factors in Influencing Leadership.............................................24
c) Influence of legal, political and economic environment on leadership.................................25
Task 5.............................................................................................................................................26
a) Analysis of rational Approach to Organizational Change.....................................................26
b) Analysing and Evaluating Emotional Approach to Organizational Change.........................27
References......................................................................................................................................30

3
DYNAMICS OF LEADERSHIP
Task 1
a) Differentiation between Managers and Leaders
Leadership is defined as the skills, and the person who possesses such kind of ability is
known as the leader. However, on the other hand, Management is regarded as the discipline, and
the ones who are the practitioner of the respective discipline are known as Manager.
Aarons et al. (2014), have commented that both managers and leaders play a vital role in
the organizations in such a manner in which leaders are the ones who inspire along with
encourages the employees as to work willingly and this will help them in attaining the goals.
On the other hand, Anderson et al. (2017), have opined that the manager plays as an
essential link between the stakeholders and the organization. The manager is one who is
responsible for performing the different managerial functions appropriately.
Particulars Manager Leader
Meaning The manager is the kind of
person who tries to manage
the organization and is
responsible for coordination,
directing and control (Banks
et al. 2016)
The leader is the individual
who seeks in influencing the
subordinates to achieve the
specified goals in an
appropriate manner (Engelen
et al. 2015)
Subordinates Employees- They are
required to follow the
different guidelines as
Followers- They are
developing the separate
guidance offered by the

4
DYNAMICS OF LEADERSHIP
provided by the manager
(Banks et al. 2016)
leaders to improve the overall
attainment of goals (Engelen
et al. 2015)
Style Transactional Approach- In
this aspect, the employees
need to follow the different
guidelines, and their
decisions are not being
considered (Engelen et al.
2015)
Transformational Approach-
In this aspect, the different
followers provide their views,
and they have a massive
responsibility in managing
the various activities
effectively
Aim Attainment of the different
results appropriately
Proper development and
growth of the employees
working in the organization
Change Managers react to the change
which takes place in the
organization
Leaders try to promoting the
move with the help of
different followers
Table 1: Difference between Leaders and Managers
(Source: Created by Author)
For example- Jeff Bezos is one of the most transformational leaders, and he has worked
in setting a standard of the company in which the viewpoints of the followers are considered in
managing the different changes appropriately (Business Insider 2019).

5
DYNAMICS OF LEADERSHIP
On the other hand, Vladimir Putin is one of the examples of the manager and the
autocratic leader wherein the respective leader has the strong vision on managing the different
activities effectually; however, there was no such growth among the employees working under
the separate individual (Fortune 2019).
b) Ways through which Leaders can develop through Education and Experience
There are different techniques which are being used by the leaders to become more
professional. The development of leaders takes place through multiple mechanisms, formal
instruction and developmental job assignments.
Firstly, formal training is one of the aspects which can be provided by the organizations
to the leaders which will improve their skills. The traditional styles help in providing leaders
with the required knowledge along with skills in a specific area which can be used through
coursework and feedback. Both the on-the-job and off-the-job training techniques are useful in
providing the leaders with adequate training which will improve the ability of the leaders in the
work setting (Donohoe and Kelloway 2016).
Table 2: Leadership Attributes
(Source: Hackett et al. 2018)

6
DYNAMICS OF LEADERSHIP
With the help of Blended learning, it is an approach which combines online educational
materials along with opportunities for interaction online, however with the usage of the
traditional classroom methods which will be beneficial for growth of the leader.
The 360-degree feedback approach is the other aspect which can be adopted by the
organizations for the development of the leader. This will allow the leaders in maximizing the
opportunities of learning from the current assignment which is being performed by them
(Hackett et al. 2018). In the particular learning style, the leaders are required to be open with the
different viewpoints and feedbacks from various members as this will make the leaders in
making the changes appropriately.
Coaching and Self-Directed Learning is the other two learning techniques which are
being adopted by the leaders in learning about the various new skills by selecting the areas of
their development. In the self-directed learning, the leaders will create new avenues on the
perspectives of leadership which will be successful as a leader in managing such changes
appropriately. Coaching mainly focuses on the effectiveness of leaders and the coaching will be
helpful in correcting fault appropriately (Banks et al. 2016).
With the implementation of the General Electric Model of Leadership Development can
be applied by the different managers or the leaders in organizations as GE Corporation uses this.
The managers with huge potentials are being identified in the early stage, and this kind of aspect
is being monitored and planned which will be useful for the development of the skills that play a
vital role in the organizational success (Gorman and Messal 2017).

7
DYNAMICS OF LEADERSHIP
c) Methods and Techniques to Measure Success of Leaders
There are different methods and techniques which can be used by the company to
measure the success of the leaders in the organization.
Firstly, one of the most effective means and direct way to measure the leadership
performance is the evaluation feedback wherein the ratings can be provided from the peers,
subordinates and the managerial post individuals as well (Gorton, Alston and Snowden 2018).
However, there are different disadvantages of the approach as it provides inadequate feedback as
there can be chances wherein there can be filtration or edited in some manners.
Secondly, the external audit is the other approach which can be adopted for leadership
analysis (Hackett et al. 2018). There can be the hiring of a foreign audit firm wherein some of the
human resource consultants who will be accessing the HR system. These consultants take a look
at the leadership style which is being followed by them to provide their perception regarding the
different issues which have been identified by them (Kelloway and Gilbert 2017).
There are various benefits of the perspectives from the third party which is inclusive of
unbiased perspective and creation of the format in which the employees will be comfortable.
However, there can be discretion which might be violated as the different external individuals
will have access to the different information of the company.
Assessments from Customers is the approach which can be applied to analyze the overall
leadership effectiveness in the organization. There are different companies wherein customer
service plays a vital role in managing various operations successfully (McCleskey 2014).

8
DYNAMICS OF LEADERSHIP
However, there can be different kinds of issues on the assessment from centers as there
can be different wrong feedbacks generated from individuals which can affect the overall aspects
of the company negatively.
d) Different Types of Followership and Role of followers
Different Types of Followers
As per Robert Kelley, there are different kinds of followership which are being
maintained in various organizations are:
Alienated Followers- These individuals are independent, critical thinkers; however, they
lack the active type of engagement. While working in a group, they do not participate, and they
are free thinkers (Neves and Schyns 2018).
Exemplary Followers- They are the independent and critical thinkers who try to engage
effectively in the group activities. They are the ones on whom the organization can rely as they
have critical thinking capability and they can take their initiative (Newman et al. 2017).
Pragmatist Followers- They are partially independent in the process of thinking along
with the active type of engagement. However, they are being measured and are limited to the
criticism of the leaders (Qu, Janssen and Shi 2015).
Passive Followers- They are the dependent ones on the leaders to perform the thinking
and are uncritical and passive participants who are just going along with the entire group
(Rothaermel 2015).

9
DYNAMICS OF LEADERSHIP
Conformist Followers- They are the ones who are actively engaged; however they are
the dependent thinkers as they are like to be told and do as per guidelines of the leader (Roueche
et al. 2014).
Role of Followers
The practical and efficient type of followership is not easy as this requires enormous
courage and integrity which is applied to both leaders and followers working in the
organizations. The efficient followers have the courage as to accept the responsibility and
challenging the authority as well as participating in the change as to serve the different
requirements of the organization and leaving the organization when it is necessary (Rowold et al.
2014).
Courage to assume their responsibility- The courageous followers do not presume
themselves as the leaders; however, they try to provide the employees with various opportunities
(Shanafelt and Noseworthy 2017).
Courage to Challenge- In the respective case, the actions of the leaders are against the
balance of the organization; the effective leaders take a stand (Shanafelt et al. 2015).
Courage to Participate in Transformation- This is the aspect in which the active
followers try to view the struggle of transformation and change along with the analyzing the
mutual experience which is being shared by the members in the company. In case, the
organizations undergo difficult kind of transformation, the followers help in providing strength
to the leader, and they try to contribute towards the wellbeing of the organization (Sweeney,
Clarke and Higgs 2018).

10
DYNAMICS OF LEADERSHIP
Courage to Leave- This is the last aspect as wherein the organizational or personnel
changes create such a situation wherein the follower needs to withdraw from the position of
leader (Tepper et al. 2018).
e) The relationship between Leaders, Followers and Environment
In the rapidly changing and complex business environment, both the leaders and the
followers face different challenges to maintain a competitive advantage in comparison to the
other competitors in the market. Zhu, Avolio and Walumbwa (2018), have commented that
quality of the leader-follower relationship had predicted organizational outcomes which are
inclusive of the performance of followers, job satisfaction and organizational commitment. Han,
Xue and Zhang (2017), have commented that there is a real type of correlation between high
quality relationships among the leaders and followers and this will be related to retention of
employees in the organization as well.
The relationship between the leaders and followers is wherein the leaders' initiates the
relationship, and this helps in developing the communication connection, sets the vision and
carries the overall burden for maintaining the relationship positive. On the other hand, Kam,
Shah and Ho (2018), have commented that leader has the ethical responsibility which will be
attending to concerns and needs of the followers. In the respective type of relationship, the leader
is not viewed above the followers, and they are considered equal. Fong et al. (2018), have
commented that Leader-member exchange theory studies help in studying the relationship
between supervisors and subordinates. The LMX theory helps in addressing the leadership as the
process which is being centered on interactions between the followers and leaders (Loberg et al.
2018).

11
DYNAMICS OF LEADERSHIP
For instance- The relationship between the leaders and the followers is similar to
teachers and student in the classroom. Both complement one another as teachers know, and the
students need the experience, and the critical link between leaders and followers is the
knowledge and direction which will be assisting in attaining the organizational goals
appropriately (Erkutlu and Chafra 2015).
From the real-world scenario, Tim Cook, the CEO of Apple is a transformational leader
wherein this has been seen that he focuses and listens attentively to the followers and their
opinions are being valued. During that phase, there were different ethical issues faced by Apple
as employees were not happy and there was lay off done by employees. However, Tim Cook
followed the leader-follower relationship in which there was the inclusion of trust among
employees and diversity was entertained (Barnett and McCormick 2016).
f) Critical Analysis of Contribution of Leaders as Individuals
The effective leadership plays a significant role and is the potential source of
management which is being developed and sustained competitive advantage for the development
of the organizational performance improvement. Transformational leadership style achieves the
organizational goals by empowering the different staffs that are committed towards the
organization (Conway and Mitra 2015).
The leaders in the organizations need to undertake the analysis as to understand the
different aspects which are required to be achieved. The leaders are required in order to clarify
and communicate the vision along with a mission to the individuals. These will provide the
employees with an understanding of the organizational goals and allows them to clearly
understand the responsibilities (Lee et al. 2015).

12
DYNAMICS OF LEADERSHIP
Furthermore, leaders need to communicate the policies along with plans to employees,
and they need to imbibe the culture of the organization as they play a vital role in achieving the
different organizational goals in the most efficient manner (Welbourne and Sariol 2017).
Leaders need to have an open and encouraging relationship with employees as this is an
integrated approach and this helps in creating a sense of ownership among the people working in
the organization as well. The effective leadership can be useful in remaining focused during the
crisis, and there can be the inclusion of short term goals which will be beneficial for the
organizational success (Ramasubbu et al. 2018).
For instance- Jeff Bezos is one of the most effective leaders as he tries to encourage the
employees working at Amazon. The commitment and enthusiasm which is being shown by Jeff
Bezos help the company in achieving the goals. The communication of the policies of the
organization to the employees has improved the company inappropriately attaining the goals.
Task 2
a) Concept of Values
Value-based leadership is the ultimate idea wherein the leaders should draw on their
own, and the followers need to value for motivation and direction appropriately. The philosophy
of the value-based leadership helps in identifying that the values are mostly motivating the
individuals and the benefits are most natural motivators which assist in achieving the
organizational goals (Effelsberg and Solga 2015). The examples of core values of leadership
include the following:

13
DYNAMICS OF LEADERSHIP
 Honesty- This is the first aspect wherein the leaders need to be courageous and tell the
truth (Kam, Shah and Ho 2017)
 Integrity- This is the second value in which the perceptions of individuals are essential
under different circumstances
 Impartiality- This is the other aspect in which the leaders need to be impartial and treat
all the employees in an equal manner
The values have major type of influences on the behavior of the person along with
attitude which serves as the broad guidelines in the different situations and manage the activities
appropriately. The common business values which are followed in the organizations are
inclusive of innovation, fairness and community involvement which will be helpful in managing
situation appropriately.
b) Impact of Values in Organization
With the help of the organizational values, this helps in promoting healthy growth of the
company appropriately. As per the Maslow’s Hierarchy Theory, the different human beings
have the fundamental requirement to associate with some aspects which they can be proud of in
the long run. The organizational values help the employees feel and stay motivated as this
increases the overall productivity; therefore, the corporate values are considered to be essential
as to promote intrinsic motivation of the corporate members (Cameron and Green 2015).
Furthermore, the nature and role of the values are considered to be an integral part of the
organization as this increases the overall brand value which will be provided with good returns to
the public as well. The organizational values help in fostering the morale of the organization and

14
DYNAMICS OF LEADERSHIP
this assists in protecting the reputation of the organization in the competitive business
environment (Cameron and Green 2015).
Moreover, organizational values play an essential role in the employee welfare system.
For instance- Integrity is one of the major elements for corporate profit as the employees are
motivated to perform the tasks with proper integrity which will be beneficial for the overall
success of the firm. With proper implementation of value, this will help in supporting and
energizing the work performed by employees appropriately (Hayes 2018).
Importance of Values
 Formation of Mission and Vision Statement
 Establishment of Different Policies and Procedures
 Fulfilling the needs of Customers
 Competitive Advantage
For instance- Nike Inc as incorporated in the year 1964 wherein the mission of the
company is to bring proper innovation and inspiration to all athletes in the world. The values of
the company are inclusive of innovation, creativity and simplicity which help in implementing
overall transparency to young and talented individuals. The matching of values plays a
significant role at Nike wherein they introduced ‘Moon Shoe’ in US Olympics (Hornstein 2015).
c) Implications of Cultural Differences on Leadership
There are different implications of culture on leadership as the different values, beliefs
along with norms which affect the learning embedded in the same. The administration is the
other area wherein the cultural intelligence is required, and the local cultures play a significant
role in the management of the organization. Harding (2017), has commented that leadership

15
DYNAMICS OF LEADERSHIP
plays a vital role in the growth and development of the organization and it is the leaders and
managers of the firm who take most of the decisions appropriately.
For instance- Transactional leadership tries to create an organizational culture which is
being based on existing rules and procedures. Transformational leaders help in changing the
culture which is helpful in improving the religion based on the new organizational vision and
create new assumptions which can be beneficial for overall success. Furthermore, autocratic
leadership style makes all the decisions for the departments and they do not tend to show little
concern for employees. In democratic leadership, there are involvement of the subordinates in
the process of decision-making.
From the particular example, this can be analyzed that culture is one of the significant
essential aspects wherein this helps in keeping the employees motivated and loyal towards the
management of the organization appropriately (Doppelt 2017). Moreover, the healthy type of
competition among the employees is the other positive results of the organizational culture
which will be increasing the loyalty among employees, and this allows the organization to
flourish and prosper. Additionally, as per autocratic leadership style, there will be no such
healthy relationship between employees as this affects morale of employees negatively. On the
other hand, in democratic leadership style, the leaders try to motivate the employees which will
produce quality products and services.
d) The relationship between Personality and Leadership
There are certain kinds of personality traits which are positively related to the
effectiveness of the leaders, and it helps in managing the performance of a team. These types of
personality traits include urgency, emotional stability, conscientiousness and agreeableness

16
DYNAMICS OF LEADERSHIP
(Kazmi and Naarananoja 2017). The Big Five Personality Traits of traits such as Neuroticism,
Extraversion, Openness to Experience, and Agreeableness, Extraversion and Conscientiousness
are related to the performance of a job, and this is one of the most useful tools for examining the
relationship between job performance and personality.
In case of transformational leadership, there is the inclusion of idealized influence
wherein high ethical standards of moral conduct are held in high personal regard, and there is
inspirational motivation which is being provided to employees in the organization. On the other
hand, transactional leadership style, the contingent reward helps in monitoring and controlling
employees through rational means which are described as follows:
Extraversion- Assertive and Active which is being positively related to charisma and this
is one of the main aspects of transformational leadership (Birkinshaw and Ansari 2015)
Neuroticism- These employees are likely to lead themselves in the efforts of employees,
and the prediction is positively related to the passive relationship (Rosemann and vom Brocke
2015)
Openness to Experience- This is positively associated with charisma and intellectual
stimulation which will be a creative aspect for transformational leaders (Salman and Broten
2017)
Agreeableness- This is positively associated with charm; however, this is negatively
related to the passive relationship (Salman et al. 2017)
Conscientiousness- They are positively associated with contingent reward, and they are
positive can handle the goals with honor and integrity (Hayes 2018)

17
DYNAMICS OF LEADERSHIP
From the above aspects, this can be identified that there are individuals who have task-
oriented approach and personality who tends to have considerable focus on details as they are not
ready for comfortable initiation of action plan until they have necessary facts. On the contrary,
the people who have relations-oriented approach and personality type, they tend to have
considerable focus on the results and they are comfortable in initiating action plan which will be
beneficial for growth of the company. Hence, it is essential in nature for the leaders to
understand personality and adjust their style of leadership accordingly to the management
situation.
e) Analysis of Forms of Intelligence which Creates Influence on Behavior of Leaders
There are three different forms of intelligence which help in creating a significant
influence on the behavior of the leaders appropriately. The various types are as follows:
Being Smart- This is the first aspect as this is related to success for the leadership
behavior and job performance. However, this is not the only technique which helps in managing
the overall efficiency of the firm in a positive manner. Furthermore, the inclusion of emotional
intelligence plays a significant role in maintaining the different operations successfully on the
behavior of the leaders. This is related to the overall ability to build relationships at work to
control and monitor the emotional displays effectively (Pollack and Pollack 2015).
The strong mind with high IQ is the other approach which will be helpful in decision-
making skills for taking the different decisions appropriately. The strong ability to influence the
employees on higher level is the most effective approach which will improve the overall
effectiveness of the organization and it will gain competitive advantage.

18
DYNAMICS OF LEADERSHIP
Furthermore, the character quotient is the strong positive character which will be
beneficial for the overall success of the organization efficiently. A person with the positive
character is treated as the asset of the organization as to become more efficient in achieving the
goals and bring more positivity in the team.
As a leader, this is essential to be effective in growing relationships as this will monitor
the emotions and regulate them appropriately as well. By developing the emotional intelligence,
this will be helpful in expanding personally and professionally which will be increasing
emotional intelligence and effectiveness of the leader in the competitive business environment as
well. The other form of information is social intelligence which helps in suggesting that there are
different emotional and social skills which can be developed (Pollack and Pollack 2015).
f) Difference between Power and Influence
Power Influence
Power uses the threats and punishment
to get the work done appropriately.
Power is coercive as it carries severe
physical sanctions which are applied
based in power situations
On the other hand, control utilizes the positive
affirmation along with encouragement as this
will help in getting the work completed
There is little transparency as the great
team is excluded from the decision-
making process. Power is based on fear
of pain or deprivation and it can be
based on the values of the other party
They take an interdependent approach
towards teamwork as various stakeholders are
involved in the decision-making approach
Power thrives in hierarchical position, and They try to make proper usage of the

19
DYNAMICS OF LEADERSHIP
this favors the different instructions over
the conversation
feedback wherein all the different parties are
provided with the opportunity to offer various
suggestions
Power leads to the increasingly
disengaged type of workforce, and they
are most likely to leave the organization
(Chowthi-Williams, Curzio and
Lerman 2016)
They help in boosting the retention rate of
employees as the workforce is highly
engaged. The scope of influence remains
indefinite and fuzzy which is interpersonal
and not transferable in nature
g) Sources of Power
There are primarily five sources of power which are inclusive of the following:
Legitimate Power- This is the positional power, and this is the power wherein the
individuals in organization hold because of position which is considered valid. There can be a
delegation of tasks which can be helpful in reviewing work and give feedback (Doppelt 2017).
As the name suggests, legitimate power is power which is hold by person because of the power
and position.
For instance- CEO is the example of legitimate power who should be possessing the
experience, expertise along with qualifications for the job.
Expert Power- This is regarded as the stepping stone for the employees to gain legitimate
power. The acceptable display of expert power will help in promotions and make employees
indispensable for the organization appropriately (Bejinariu et al. 2017). The expect power is one
of the stepping stones for the employees as to gain legitimate power.

20
DYNAMICS OF LEADERSHIP
For instance- Legal experts are the ones who can be the best example for expert power
as they have the knowledge as they are crucial for the company.
Coercive Power- This is the type of power wherein the person uses coerce or threaten the
employees. The respective power is being used to enforce strict deadlines along with criminal
actions in the workplace and scarce employees. It is being used as to enforce strict guidelines
and punishable actions in the workplace.
For example- The managers or the top authorities uses the coercive power as they
optimally use the same to improve performance of employees.
Referent Power- This is the type which is resultant to the personality of the individuals.
The relationships help in developing with coworkers and charisma which is being produced by
individuals through charm (Hornstein 2015). It is the chance of knowing individuals closely and
perform the same with effective leadership approach.
For instance- The managers or the leaders can be the suitable example in such cases as
this will help in improving the situation of the company.
Reward Power- This kind of power is arising out of authority wherein a person has to
recognize and reward individuals, and there are different promotional activities. It can be
inclusive of improving the overall performance of the company and organization appropriately.
For instance- The employees or the different team leaders can apply reward power as to
improve the performance of the team.

21
DYNAMICS OF LEADERSHIP
h) Assessment of Leader’s Motivation to Influence and Lead
The motivation of leaders plays a significant role in influencing and leading the
organization and improving the overall productivity of the organization appropriately. When the
leader is motivated, this will include the following:
Cost Savings- The motivated employees and leaders will work faster in achieving the
goals, and the usage of creativity will help in improving the overall effectiveness.
Reduction in Turnover- This is the second aspect in which the motivated leaders will be
able to improve the productivity of the organization, and this will help in managing the overall
effectiveness.
Contribution to Better Teamwork- This is the other approach in which the motivated
leaders will help in contributing towards the team which will be useful in managing the different
activities appropriately (Bejinariu et al. 2017).
Task 3
a) Difference between Groups and Teams
Comparison Basis Group Team
Meaning Collection of individuals who
work together in achieving
the goals appropriately
Group of individuals having a
collective kind of identity as
to accomplish the goals
Leadership Only one leader as the leader
dominates along with
controls the groups
There is more than one leader
wherein the leaders act as the
facilitator in managing the

22
DYNAMICS OF LEADERSHIP
appropriately (Moutousi and
May 2018)
different teams and
employees accurately
Members Independent as the leader is
apparent and he/she tries to
conduct different meetings
positively
Interdependent as the
members have active type of
participation in the
discussions along with
eventual outcome in the
organization
Work Products Individual as the leaders
usually assigns the different
works to the members and
gain more competitive
advantage in the organization
Collective as the employees
are being involved in the
overall decision-making
approach to make the
scenario appropriately
Identification of Stages in Growing Successful Teams and Groups
There are major five stages in growing successful teams and groups as per the
Tuckman’s stage model which is being analyzed as follows:
Forming- This is the first stage when the team members meet one another, and this is the
introduction process. They share information regarding the different backgrounds, and the first
impression is being generated. For example- While a new employee joins, there will be
inclusion of forming stage as he will be introduced to the other members in team.

23
DYNAMICS OF LEADERSHIP
Storming- This is the stage when the team members start working together, and this stage
is not avoidable. The team members compete with one another for the status and acceptance of
their ideas. For instance- The new members go through the process of development of the team
which will be helpful in managing team appropriately and gain knowledge on team members
Norming- During the stage, people start to appreciate and notice the strengths and
weaknesses of the different team members. The group and teams begin to groove and working in
the cohesive unit (Hornstein 2015). For instance- When the new joinee performs well, the other
employees need to appreciate the efforts made by him to make him feel special and proud for
achieving the goals.
Performing- In this particular stage, the members are coherent, confident and motivated
with the project and their team. The members are in the same scene and driving full speed ahead
towards the final goal. For instance- All the members including the new member will be
motivated as to perform the tasks appropriately within specified time frame.
Adjourning- This is the last stage, wherein once the project ends, the team disbands. This
is the phase which is known as monitoring, and this is when there is the feeling of loss or
closeness among team members (Hornstein 2015). For instance- The employees will be
monitoring their performance as to generate positive results.
b) Evaluation of Leadership as Group and Team Function
Leadership is one of the primary functions in managing the different activities
appropriately as the responsibility for guiding the group of employees while completion of the
project appropriately. The leaders are responsible for developing along with implementing
timeline which is required to be reached by the team and achieve the goals. Leadership is one of

24
DYNAMICS OF LEADERSHIP
the approaches in which teamwork is the significant aspect which will be beneficial in
contributing towards the achievement of the goals appropriately. As commented by Berger et al.
(2018), it is essential to analyze and evaluate the performance of the teams as it is the most
required element for the team working and gain more competitive advantage.
The teamwork model is one of the important frameworks for reviewing and evaluating
the effectiveness of the team appropriately. Adversely, the leadership which is positive helps in
encouraging the teams in working together seamlessly along with achieving the greater goals.
Due to the proper leadership aspects, there should be proper establishment of the clear baseline
wherein the proper establishment of bottom-line is mandatory that will improve the overall work
experience appropriately. Teamwork is the group function as it is the ability to work
cooperatively with others as to achieve the group objectives clearly. The competency is
fundamental as leadership is not an individual sport and there should be proper involvement of
all the employees and leaders in managing the activities appropriately.
The leaders’ approaches which are required to be followed are described as follows:
 Providing purpose by sharing the vision
 Build a star team and team of the stars
 Establishment of the shared ownership for the generation of result
 Development of the team members with full potential
 Development of self-managing team
c) Ways to Lead Virtual Teams
There are different techniques which can lead to virtual organizations such as:

25
DYNAMICS OF LEADERSHIP
Firstly, the leaders need to choose appropriate channels is one of the significant methods
as there are dozens of ways for exchanging information which will benefit which will be
appropriate (Berger et al. 2018). Furthermore, the scheduling of the regular meetings iessential
approach as this will help in maximizing the efficiency of the firm as video calls are the one way
which will maximize the efficiency as this will recreate routine office feeling remote teams
(Hornstein 2015)
The leaders need to have clear and detailed deliverables which will be helpful in
managing the overall experience appropriately. The proper detailed information and description
of tasks are essential as this will help in achieving the final results. The proper and efficient
creation of the professional work environment is the other approach which will help in creating a
free work environment and setting professional standards which will be contributing towards
becoming more efficient (Hornstein 2015).Lastly, choosing of the video calls over chatting and
emails with the help of Skype which will be appropriate for sending a quick response to avoid
misunderstandings.
d) Assessment of Ways Used by Leaders to Influence Follower Motivation
There are different techniques which are being used by the leaders as to influence the
motivation among the followers which are as follow:
As a leader, it is their duty to improve the overall morale of the employees in order to
improve the overall aspects of the business appropriately. Firstly, the leaders should lead by
example which will be appropriate as the great leaders demonstrate desired behavior which can
be expected from teams. Additionally, the leaders need to hold their team accountable as the
leaders need to understand the different consequences which can de-motivate and motivate the

26
DYNAMICS OF LEADERSHIP
employees in the organization. They can encourage personal and professional growth as this will
increase the overall productivity appropriately (Moutousi and May 2018)
Leadership is the action of leading the different individuals in the organization as to
achieve the goals appropriately. They should be rewarding integrity which will be beneficial in
particular development of the employees working in the organization appropriately. The leaders
need to support new ideas as generated by employees as this will create healthy competition, and
the specific feedback will be useful for the growth (Moutousi and May 2018). The leaders needs
to know about the strengths and weaknesses of the team members which will help in managing
the overall efficiency of the team appropriately.
e) Assessment of Ways Used by Leaders to Influence Follower Satisfaction
As a leader, it is essential for them to provide a positive working environment which will
be effective in managing the overall situation appropriately. The leaders need to involve and
increase the employee engagement in the workforce which will increase the overall satisfaction
of the employees in the organization. The employee engagement is one of the most appropriate
approaches which is required to be analyzed as to gain employee productivity and stay
competitive. There are different ways through which the leaders can influence the satisfaction of
the followers in the organization which can be explained appropriately:
By offering rewards to employees as this will improve the productivity of employees-
Providing and creating job satisfaction among employees by providing positive work
environment appropriately.
By supporting new ideas as generated by the employees who will be beneficial for the
overall growth of the company and employees- There should be proper engagement of the

27
DYNAMICS OF LEADERSHIP
employees wherein exchange of ideas is essential and necessary as this will help in managing the
effectiveness.
By instilling hope and not fear which will increase overall productivity effectively- As a
leader, it is essential to improve the work place motivation among employees through employee
retention procedures as this will improve the workplace environment.
f) Dynamic Relationship between Motivation, Satisfaction and Performance
Job satisfaction is the emotional response of the individuals towards the current job
condition. On the other hand, motivation is the driving force which is being pursued as to satisfy
the needs of the individuals effectively. There is a massive linkage between job satisfaction and
motivation as when the employees feel motivated, there will be an increase in the overall
productivity of the organization, and there will be satisfaction among the employees as well. All
the three elements are related with one another as the motivation is the major element which will
improve the performance of the employees and generate the employee performance effectively.
With the employee engagement around the world around 33%, it is essential to understand the
relationship which will foster the competition.
Hornstein (2015), has commented that motivation is the common element between job
performance and job satisfaction of the employees. The feature of the job performance is
inclusive of skills, tools and motivation wherein the motivation is inclusive of the individual
needs such as work environment under which the individuals work. As per the Maslow’s
Hierarchy Theory, this can be identified that the basic needs of employees are required to be met
which will increase their moral and satisfaction will lead to improved job performance. The
factors which are necessary to be considered are achievement, recognition, responsibility and

28
DYNAMICS OF LEADERSHIP
growth advancement which will be playing a significant role in the overall organizational
development.
Due to the motivation among the employees, it can be analyzed that the defining of goals
plays a major role which will assist in recognizing the employees and foster camaraderie which
will be helpful in fostering team relationships appropriately to measure the engagement
positively (Hornstein 2015). Through intrinsic and extrinsic motivational aspects, there will be
increase in commitment among employees which will enhance the performance and the
employees will be satisfied with their performance of the job. There should be inclusion of
optimism as there is natural link between employee motivation and job satisfaction that will
radiate optimism and encourage employees to perform more effective.
Task 4
a) Analysis of How Task Interdependence, Task Structure, Job Characteristics and
Changes Influence Behavior of Leaders and Followers
According to Hornstein (2015), the task interdependence helps the leaders or the
employer in understanding the different reasons wherein the performance of one team hugely
affects the other. On the other hand, Han, Xue and Zhang (2017), have analyzed that with the
implementation of task interdependence and task structure, this will be helpful in allowing
flexibility to the job performed by employees along with providing different opportunities to
employees which will improve the overall stability and productivity of the firm positively.
Moreover, Stouten, Rousseau and De Cremer (2018), have opined that visibility and criticality
are the other two major aspects which are required to be analyzed as the dedication plays a
significant role to achieve the goals of the organization appropriately.

29
DYNAMICS OF LEADERSHIP
Furthermore, Hornstein (2015), have opined that the task structure and job characteristics
play a vital role in managing the different activities appropriately. With the proper analysis of the
task structure and job characteristics, the tasks are being clearly defined by leaders to their
followers by way of identifying and breaking tasks into smaller and manageable ones which can
be analyzed by the followers and performed accordingly. The structure of functions is essential
as this keeps the employees on assignments and this avoids confusion or frustration among the
employees in the organization as well.
b) Analysis of Organizational Factors in Influencing Leadership
There are different factors of organization which influence the leadership in an
appropriate manner which are being discussed as follows:
Leader- The knowledge of leaders along with skills play a vital role in the choice of
leaders as this helps in identifying the nature of leadership in the organization. Hornstein (2015),
has commented that the skills of the leaders in managing different activities is essential in
becoming more appropriate in managing the tasks effectively.
The role of the employees is the other aspect wherein when the employees take part in
the organization, the leaders' role is being defined as per the tasks which are being performed by
them. Stouten, Rousseau and De Cremer (2018), have commented that the employees are the
assets of the organization who tries to achieve the organizational goals appropriately with the
implementation of different resources and gain competitive advantage.
Political and Social Factors is the aspect as the leaders must educate themselves on the
suppliers and competitors present in the market to understand the situation which can affect their
condition in the market place. Stouten, Rousseau and De Cremer (2018), have opined that there

30
DYNAMICS OF LEADERSHIP
are different competitors who can take the position and it can affect the brand image of the
company negatively.
Technology is the approach as the technological aspect can change drastically overnight
and the leaders need to adjust their style of management appropriately as to adapt to the
technology positively. Stouten, Rousseau and De Cremer (2018), have commented that
technological implications are mandatory to be used as this will help the leaders to motivate
employees positively.
Organizational Culture is the approach as this is the foundation of the past, present
founders and the leaders working in the organization. Stouten, Rousseau and De Cremer (2018),
have commented that the different roles have pitfalls and roadblocks which are required to be
removed appropriately with proper efficiency of the resources.
c) Influence of legal, political and economic environment on leadership
There are different kinds of control of the legal, political and economic situation which
are considered to be the external environment on the approach of administration.
Political factors such as changes in the political climate and consumer protection
legislation can create a massive impact on the path of leadership in both positive and negative
manner. Hackett et al. (2018), have commented that when the political condition of the economy
is unstable, then leaders need to include the economic development which will play a significant
role.
Economic Factors- There are various economic factors such as likely changes in the
economic environment along with the impact of globalization can create a significant effect on
the economic growth of the economy and organization. Hackett et al. (2018), have commented

31
DYNAMICS OF LEADERSHIP
that globalization is one of the main issues which have affected the leadership approaches in
managing the different aspects appropriately.
Legal Factors- The inclusion of different legislation and the laws play a significant role
in influencing the leadership. Hackett et al. (2018), have opined that the leadership is affected as
there can be changes in the leadership approaches which is required to be improved with taking
into consideration the appropriate leadership style which is apt in a particular situation.
Task 5
a) Analysis of rational Approach to Organizational Change
As commented by Gorton, Alston and Snowden (2018), the change is one of the major
processes which happen in the response as to adapt to the new environment along with situations.
Therefore, evolution is predominately driven by different external factors such as due to the
increase in competition in the market appropriately. The organizational change is required
wherein the reviewing and managing organization structure is essential for surviving the
different competitors.

32
DYNAMICS OF LEADERSHIP
Figure 1: Rational Approach
(Source: Hackett et al. 2018)
There are different factors which are required to be considered such as:
 Content Issues mainly focus on the substance of contemporary changes in the
organization
 Contextual Issues focus on conditions which are present in both internal and external
business environment (Gorton, Alston and Snowden 2018)
 Process Issues mainly focuses on actions which are undertaken while the establishment of
intended change which is essential and necessary
 Criterion Issues focuses on tackling issues and evaluating the difference in the
organization
The rational approach of the organizational change is inclusive of the factors which can
be considered as to manage the overall situation appropriately. The key elements are as follows:

33
DYNAMICS OF LEADERSHIP
 Plan for Long-Term is the first aspect which can be a strategic vision to make reliable
predictions
 Empowering individuals is the second aspect wherein decision should be made through
the delegation of power and responsibility (Gorman and Messal 2017)
 Establishment of forums which can be helpful in communicating methods as to review
and implement change successfully
b) Analyzing and Evaluating Emotional Approach to Organizational Change
On the other hand, Fong et al. (2018), have commented that the emotional approach
towards organizational change is reasonable as there are different steps which are included in the
same. As per the diagram, this can be considered that there is a denial stage wherein this is
inclusive of anger, confusion, depression and crisis which is being faced by employees.
However, in the emotional aspect, the acceptance stage is the relevant aspect which will grow
new confidence among the employees working in the organization. The change in the
organizational activities is difficult in many cases as the leaders do not understand the impact of
the switch on the employees and this causes resistance to change among the employees (Fong et
al. 2018).
However, there are times when there is depression among employees, and they accept
the situation, and there is the inclusion of new confidence among the employees. When the
leaders are incorporating the changes in organization, the state of mind and emotional aspects of
the employees are required to be analyzed which will improve the situation more appropriately.

34
DYNAMICS OF LEADERSHIP
Figure 2: Emotional approach
(Source: Erkutlu and Chafra 2015)
From the above, this can be concluded that while CEO is planning for the expansion of
the departments in the organization, they should inform the employees regarding the same as this
will improve the overall morale of the employees and they will adapt to the change more
effectively. With the implementation of Kotter’s 8-step change model, this will be appropriate
for handling the different operations successfully. Communicating the difference is the essential
aspects which will be including the employees in the respective decision-making process and
improve the scenario appropriately.

35
DYNAMICS OF LEADERSHIP
Figure 3: Kotter’s 8-Step Change Model
(Source: Erkutlu and Chafra 2015)

36
DYNAMICS OF LEADERSHIP
References
Aarons, G.A., Green, A.E., Trott, E., Willging, C.E., Torres, E.M., Ehrhart, M.G. and Roesch,
S.C., 2016. The roles of the system and organizational leadership in system-wide evidence-based
intervention sustainment: a mixed-method study. Administration and Policy in Mental Health
and Mental Health Services Research, 43(6), pp.991-1008.
Anderson, H.J., Baur, J.E., Griffith, J.A. and Buckley, M.R., 2017. What works for you may not
work for (Gen) Me: Limitations of present leadership theories for the new generation. The
Leadership Quarterly, 28(1), pp.245-260.
Banks, G.C., McCauley, K.D., Gardner, W.L. and Guler, C.E., 2016. A meta-analytic review of
authentic and transformational leadership: A test for redundancy. The Leadership
Quarterly, 27(4), pp.634-652.
Barnett, K. and McCormick, J., 2016. Perceptions of task interdependence and functional
leadership in schools. Small Group Research, 47(3), pp.279-302.
Bejinariu, A.C., Jitarel, A., Sarca, I. and Mocan, A., 2017. Organizational Change Management–
Concepts Definitions and Approaches Inventory. In Management Challenges in a Network
Economy: Proceedings of the MakeLearn and TIIM International Conference 2017 (pp. 321-
330). ToKnowPress.
Berger, J., Webster, M., Ridgeway, C. and Rosenholtz, S.J., 2018. Status cues, expectations, and
behavior. In Status, Power, and Legitimacy (pp. 155-174). Routledge.

37
DYNAMICS OF LEADERSHIP
Birkinshaw, J. and Ansari, S., 2015. Understanding Management Models. Going Beyond" What"
and" Why" to" How" Work Gets Done in Organizations. Foss, JN, & Saebi, pp.85-103.
Business Insider. (2019). Jeff Bezos runs Amazon with 14 demanding leadership principles -
here's how a 23-year-old engineer leveraged 5 of them to land a job. [online] Available at:
https://www.businessinsider.in/Jeff-Bezos-runs-Amazon-with-14-demanding-leadership-
principles-heres-how-a-23-year-old-engineer-leveraged-5-of-them-to-land-a-job/articleshow/
65416974.cms [Accessed 9 Jan. 2019].
Cameron, E. and Green, M., 2015. Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Chowthi-Williams, A., Curzio, J. and Lerman, S., 2016. Evaluation of how a curriculum change
in nurse education was managed through the application of a business change management
model: A qualitative case study. Nurse education today, 36, pp.133-138.
Conway, J.M. and Mitra, K., 2015. Personality-Task Interdependence Interaction in Predicting
Salespeople'S Organizational Citizenship Behavior. I am creating and Delivering Value in
Marketing (pp. 228-228). Springer, Cham.
Donohoe, M. and Kelloway, E.K., 2016. Transformational leadership training for managers:
effects on employee well-being. In Creating Healthy Workplaces (pp. 231-248). Routledge.
Doppelt, B., 2017. Leading change toward sustainability: A change-management guide for
business, government and civil society. Routledge.
Effelsberg, D. and Solga, M., 2015. Transformational leaders’ in-group versus out-group
orientation: Testing the link between leaders’ organizational identification, their willingness to

38
DYNAMICS OF LEADERSHIP
engage in unethical pro-organizational behavior, and follower-perceived transformational
leadership. Journal of Business Ethics, 126(4), pp.581-590.
Engelen, A., Gupta, V., Stringer, L. and Brettel, M., 2015. Entrepreneurial orientation, firm
performance, and the moderating role of transformational leadership behaviors. Journal of
Management, 41(4), pp.1069-1097.
Erkutlu, H. and Chafra, J., 2015. Empowering leadership and organizational job embeddedness:
The moderating roles of task interdependence and corporate politics. Procedia-Social and
Behavioral Sciences, 210, pp.3-10.
Fong, P.S., Men, C., Luo, J. and Jia, R., 2018. Knowledge hiding and team creativity: the
contingent role of task interdependence. Management Decision, 56(2), pp.329-343.
Fortune. 2019. http://fortune.com. [online] Available at: http://fortune.com/2015/03/26/tim-cook/
[Accessed 9 Jan. 2019].
Gorman, C.A. and Messal, C.A., 2017. Inspiring the Helpful Self: How Transformational
Leadership Motivates Organizational Citizenship Behavior.
Gorton, R.A., Alston, J.A. and Snowden, P., 2018. School leadership & administration:
Important concepts, case studies, & simulations. McGraw-Hill Education.
Hackett, R.D., Wang, A.C., Chen, Z., Cheng, B.S. and Farh, J.L., 2018. Transformational
Leadership and Organisational Citizenship Behaviour: A Moderated Mediation Model of Leader‐
Member‐Exchange and Subordinates' Gender. Applied Psychology, 67(4), pp.617-644.

39
DYNAMICS OF LEADERSHIP
Han, X., Xue, Q. and Zhang, Q., 2017. The information providing in a task-centric military in-
vehicle adaptive human–computer interface based on operator decision-making characteristic.
Advances in Mechanical Engineering, 9(6), p.1687814017709935.
Harding, S., 2017. MBA management models. Routledge.
Hayes, J., 2018. The theory and practice of change management.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2), pp.291-
298.
Kam, H.J., Shah, V. and Ho, S.M., 2017. Bridging the Security Gap between Software
Developers and Penetration Testers: A Job Characteristic Theory Perspective.
Kazmi, S.A.Z. and Naarananoja, M., 2017. Collection of Change Management Models–An
Opportunity to Make the Best Choice from the Various Organizational Transformational
Techniques. GSTF Journal on Business Review (GBR), 2(4).
Kelloway, E.K., and Gilbert, S., 2017. Does It Matter Who Leads Us?: The Study of
Organizational Leadership. An Introduction to Work and Organizational Psychology: An
International Perspective, pp.192-211.
Lee, C.C., Lin, Y.H., Huang, H.C., Huang, W.W. and Teng, H.H., 2015. The effects of task
interdependence, team cooperation, and team conflict on job performance. Social Behavior and
Personality: an international journal, 43(4), pp.529-536.
Loberg, L., Nüesch, S. and Foege, J.N., 2018, July. Forced Distribution Rating Systems and
Team Performance: The Moderating Role of Task Interdependence. In Academy of Management

40
DYNAMICS OF LEADERSHIP
Proceedings (Vol. 2018, No. 1, p. 12355). Briarcliff Manor, NY 10510: Academy of
Management.
McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and leadership
development. Journal of Business Studies Quarterly, 5(4), p.117.
Moutousi, O. and May, D., 2018. How Change-related Unethical Leadership Triggers Follower
Resistance to Change: A Theoretical Account and Conceptual Model. Journal of Change
Management, 18(2), pp.142-161.
Neves, P. and Schyns, B., 2018. Destructive uncertainty: The toxic triangle, implicit theories and
leadership identity during organizational change. In Organizational Change (pp. 131-141).
Routledge.
Newman, A., Schwarz, G., Cooper, B. and Sendjaya, S., 2017. How servant leadership
influences organizational citizenship behavior: The roles of LMX, empowerment, and proactive
personality. Journal of Business Ethics, 145(1), pp.49-62.
Pollack, J. and Pollack, R., 2015. Using Kotter’s eight stage process to manage an organisational
change program: Presentation and practice. Systemic Practice and Action Research, 28(1),
pp.51-66.
Qu, R., Janssen, O. and Shi, K., 2015. Transformational leadership and follower creativity: The
mediating role of follower relational identification and the moderating role of leader creativity
expectations. The Leadership Quarterly, 26(2), pp.286-299.

41
DYNAMICS OF LEADERSHIP
Ramasubbu, N., Shang, J., May, J.H., Tjader, Y. and Vargas, L., 2018. Task Interdependence and
Firm Performance in Outsourced Service Operations. Manufacturing & Service Operations
Management.
Rosemann, M. and vom Brocke, J., 2015. The six core elements of business process
management. In Handbook on business process management 1 (pp. 105-122). Springer, Berlin,
Heidelberg.
Rothaermel, F.T., 2015. Strategic management. McGraw-Hill Education,.
Roueche, J.E., Baker III, G.A. and Rose, R.R., 2014. Shared vision: Transformational
leadership in American community colleges. Rowman & Littlefield.
Rowold, J., 2014. Instrumental leadership: Extending the transformational-transactional
leadership paradigm. German Journal of Human Resource Management, 28(3), pp.367-390.
Salman, Y. and Broten, N., 2017. Leading Change. Macat Library.
Salman, Y., Broten, N., Argyris, C., Armenakis, A.A., Bedeian, A.G., Armenakis, A.A., Harris,
S.G., Feild, H.S., Barnett, W.P., Carroll, G.R. and Burke, W.W., 2017. Managers and Leaders:
Are They Different?. In An Analysis of John P. Kotter’s Leading Change (Vol. 25, No. 3, pp. 9-
13). Homewood, IL: Prentice Hall.
Shanafelt, T.D. and Noseworthy, J.H., 2017, January. Executive leadership and physician well-
being: nine organizational strategies to promote engagement and reduce burnout. In Mayo Clinic
Proceedings (Vol. 92, No. 1, pp. 129-146). Elsevier.

42
DYNAMICS OF LEADERSHIP
Shanafelt, T.D., Gorringe, G., Menaker, R., Storz, K.A., Reeves, D., Buskirk, S.J., Sloan, J.A.
and Swensen, S.J., 2015, April. Impact of organizational leadership on physician burnout and
satisfaction. In Mayo Clinic Proceedings (Vol. 90, No. 4, pp. 432-440). Elsevier.
Stouten, J., Rousseau, D.M. and De Cremer, D., 2018. Successful organizational change:
Integrating the management practice and scholarly literatures. Academy of Management
Annals, 12(2), pp.752-788.
Sweeney, A., Clarke, N. and Higgs, M., 2018. Shared Leadership in Commercial Organizations:
A Systematic Review of Definitions, Theoretical Frameworks and Organizational
Outcomes. International Journal of Management Reviews.
Tepper, B.J., Dimotakis, N., Lambert, L.S., Koopman, J., Matta, F.K., Man Park, H. and Goo,
W., 2018. Examining Follower Responses to Transformational Leadership from a Dynamic,
Person–Environment Fit Perspective. Academy of Management Journal, 61(4), pp.1343-1368.
Welbourne, J.L. and Sariol, A.M., 2017. When does incivility lead to counterproductive work
behavior? Roles of job involvement, task interdependence, and gender. Journal of occupational
health psychology, 22(2), p.194.
Zhu, W., Avolio, B.J. and Walumbwa, F.O., 2016. " Moderating role of follower characteristics
with transformational leadership and follower work engagement": Corrigendum.