Team Leadership/Management Style: Primary Post Assignment (20 Points):

Management Style

Part 1

Team Leader will act as a driving force for the success of a team, and a strong impact on the dynamics of the team would be the actions and team members with strength. Team leaders who build a positive atmosphere within the team and have ample trust in the team to make strategic decisions can make better team leaders and inspire team members to be more productive. The role of a team leader is a reflection of the explicit and implicit influence and power the team member enjoys within the company. High-level team members are highly regarded in the company for their leadership and professional skills (Sarin & O’Connor, 2009).

The most successful team leadership style will be the Authoritarian leadership style since authoritarian leadership is better implemented in circumstances where there is little room for group decision-making. The autocratic method can be operative when the situation burdens swift decisions and quick action. But it continues to create chaotic and even rough conditions and sometimes pits followers against the dominant leader. Consequently, authoritarian leaders have power over their superiors that further induces obedience and loyalty of the employees. Authoritarian leaders also demand that they abide by high expectations and fire workers for bad results (Wang & Guan, 2018).

Part 2

As per this article, a charismatic leader is one who is motivating and knowledgeable to enhance the team's success and helps the team to accomplish the objectives or targets effectively. I work in an atmosphere where I don't have a squad at all. I have only one boss I would refer to. As far as I am charismatic, I have a leader with a mix of Participatory and Directive leadership characteristics. He is doing a great job of holding me in the loop with his ideas on how he seeks to accomplish his goals while also encouraging me to pitch with ideas. Because my boss and I have a 1-1 relationship, he is very straightforward on his expectations and how he wants things to be handled (DeRue, Barnes, & Morgeson, 2010). 

References

DeRue, D. S., Barnes, C. M., & Morgeson, F. P. (2010). Understanding the Motivational Contingencies of Team Leadership. Small Group Research, 41(5), 621 –651. Retrieved from https://www.researchgate.net/publication/228638902_Understanding_the_Motivational_Contingencies_of_Team_Leadership#:~:text=Understanding%20the%20Motivational%20Contingencies%20of%20Team%20Leadership,-Article%20(PDF%20Available&text=Despite%20increased%20r

Sarin, S., & O’Connor, G. C. (2009). First Among Equals: The Effect of Team Leader Characteristics on the Internal Dynamics of Cross-Functional Product Development Teams. Journal of Product Innovation Management, 26(2), 1-24. Retrieved from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.821.7542&rep=rep1&type=pdf

Wang, H., & Guan, B. (2018). The Positive Effect of Authoritarian Leadership on Employee Performance: The Moderating Role of Power Distance. Frontiers in Psychology, 9, 1-10. Retrieved from https://www.researchgate.net/publication/323960878_The_Positive_Effect_of_Authoritarian_Leadership_on_Employee_Performance_The_Moderating_Role_of_Power_Distance