These findings and more are found in empirical studies of what motivates employees to work towards challenging goals and objectives (Meyer, Becker, Vandenberghe, 2004). The foundational elements of employee motivation are autonomy, mastery and purpose (Leavy, 2012)
informal groups across the communication, strategic planning and problem-solving dimensions of how each type operates. Formal groups are more oriented towards hierarchical and clear lines of authority, including the use of formalized recognition and nonmonetary rewards for exceptional sacrifice and performance on behalf of the group (Meyer, Becker, Vandenberghe, 2004)
If the relational contracting principles are used appropriately, they can help in achieving this kind of integration. Therefore, the application of relational contracting principles will help in the achievement of streamlining and coordination among those involved in a project (Rahman, &
Keeping in view all these theories and schools of thoughts, a set of core leadership characteristics can be formed which must be possessed by an ideal leader. For Microsoft Corporation, an ideal leader would be the one who has certain inherent interpersonal qualities as well as professional capabilities to handle different internal and external environmental problems (Basefsky, Maxwell, Post, & Turner, 2004)
This style is supported by the 'Accommodating' style which asks the team members to understand the importance of relationships in both personal and professional lives. Using this style, the leader encourages his team members to respect the opinions and values of their colleagues and work whole heartedly for the organizational success (Bennis, 2009)
When there is no proper guidance on how to perform certain job tasks or achieve the assigned targets, the employees perform inefficiently. These inefficiencies and lack of leadership result in workplace conflicts (Bratton & Gold, 2012)
Another school of thought is found in the Trait Theory which states that a leader has a balanced combination of traits in his personality which help him in becoming an effective leader at the workplace. The leaders can use transactional, transformational, autocratic, Laissez-Faire, charismatic, or bureaucratic leadership styles in different situations (Daft, 2011)
e. legitimate, reward, or coercive; personal power as expert or referent; or completely focus on transactional leadership to make full use of power and authority (DuBrin, 2009)
All these organizational stressors directly impact the organizational performance. For instance, when employees are experiencing task demands or physical demands stressors, they are unable to achieve a good balance between their personal and professional life (Eikhof, Warhurst, & Haunschild, 2007)
First of all, every team must be assigned a team leader who will supervise, motivate, and lead the team members in every aspect. Secondly, the team members must be encouraged to respect the organizational culture, policies, and procedures (Gold, Thorpe, & Mumford, 2010)
The most famous leadership theory is 'Great-Man Theory' which assumes that some individuals are born-leaders. They inherently possess strong leadership qualities which prominently distinguish them from other leaders (Lussier & Achua, 2010)
Similarly, Behavioral theories focus on the way leaders behave at the workplace. Leaders have to adopt different leadership styles in different situations in order to manage the organizational members effectively (Robbins & Coulter, 2006)
Similarly, Behavioral theories focus on the way leaders behave at the workplace. Leaders have to adopt different leadership styles in different situations in order to manage the organizational members effectively (Robbins & Coulter, 2006)
Interpersonal demands are related to the stressors which impact the attitude, relationships, and behavior of employees with their supervisors and subordinates at the workplace. These stressors include sexual harassment towards female workers, emotional issues like offensive and non-supportive behavior of coworkers, communication and information sharing problems, and lack of effective leadership from the supervisors (Saxena, 2009)
How the company treats its people casts a long shadow. When people see under achievers and achievers treated equally well or equally poorly, they lose confidence and good performers will move on (Baldoni)
These include handling and dealing with both apparent setbacks and success, tough bosses and earning the trust and respect of the team. This leads to the forging of a diverse group of individuals into a cohesive winning team (Torre, 1-6)
These "great man" theories also relied on external observation of traits; there was little advanced screening of personality traits or the innate perceptions of highly effective leaders (Fitzgerald, Schutte, 2010). Traditional leadership theories progressed rapidly beyond only the observable traits of a leader and seeing them as innate to the belief that leadership could be mastered as a skill (Buffinton, Jablokow, Martin, 2002)
Competition occurs within and between groups often in an informal way; there is no specific structure or framework in place to enable this aspect of the team dynamics. Teams that create a high degree of collaboration and communication are more resilient in the face of uncertainty and also in creating a culture of shared accomplishment (Chadwick, 1996)
Analysis of Traditional, Contemporary and Emerging Leadership Theories Traditional leadership theories stressed the concept of the "great man" or leader who was given the role based on behavioral traits and their ability to create and sustain teams' progress towards goals. These "great man" theories also relied on external observation of traits; there was little advanced screening of personality traits or the innate perceptions of highly effective leaders (Fitzgerald, Schutte, 2010)
What makes these leaders different than many others in the high technology industry is their ability to also combine interpersonal forms of power as well. These include coercive power, reward power, legitimate power, referent power and expert power (French, Raven, 1959)