This report provides an in-depth analysis of organizational behavior, focusing on leadership styles, motivational theories, and team dynamics within British Gas and EDF. It explores various leadership approaches, including opportunist, diplomat, technician, achiever, strategist, and transformational styles, and assesses their effectiveness. The report examines how organizational theory, specifically contingency theory, underpins management practices in British Gas. It also delves into different management approaches like systems and human relations approaches, as well as the scientific management approach adopted by EDF. Furthermore, the report investigates the impact of leadership styles on organizational motivation, highlighting the application of humanistic and incentive theories. It concludes by discussing the nature of groups and group behavior within both companies and the factors promoting effective teamwork. The report emphasizes the importance of aligning leadership styles and motivational strategies to enhance employee satisfaction, productivity, and overall organizational performance. The report also explores the significance of technology on team functioning in British Gas.