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Power Approaches The Five Bases of Power by French and Raven provide a framework for comprehending how leaders exercise control over subordinates. Legal power, incentive power, coercive power, expert power, and referent power are the five bases (Peyton, Zigarmi and Fowler, 2019). Leaders frequently employ multiple sources of influence to effectively influence their adherents. Kkienerm (2020) claimed that leaders that depend on expert power serve as good examples of leaders who know how to use their influence. The knowledge, abilities, and competence of these leaders in their respective disciplines are quite excellent. Their capacity to impart insightful knowledge and direction to their followers is the foundation of their power, and they are regarded for their expertise. These leaders are capable of inspiring and motivating their employees to produce outstanding outcomes by using their skills. However, Bruni-Bossio and Kaczur (2021) identified that individuals who largely depend on coercive power are instances of leaders who abuse their position of authority. These leaders often use to threats, punishment, and extortion to keep their employees under control. This strategy could make the team members fearful, depressed, and untrustworthy. The end consequence is lost productivity and team member satisfaction since it stifles innovation and hampers cooperation. According to Skowronski, Benton and Handley (2022), leadership dynamics must be understood in order to be fully appreciated. An atmosphere that is encouraging and empowering may be created by leaders who have a variety of power bases and know how to use them effectively. Organisations may create strong leadership strategies that encourage

collaboration, employee engagement, and overall organisational success by understanding the consequences of various power methods. Team Development Approaches For bettering and comprehending team dynamics, team development approaches like Tuckman’s Stages of Group Development are crucial. These methods provide insights on the development of teams and what managers can do to promote cooperation and build high-performing teams. Tuckman’s Stages discussed, and then leaders who have successfully built and managed teams also highlighted. Tuckman’s Stages of Group Development: 1. Forming: This is the first step of the process when the team members meet and get to know one another. As they work to grasp their duties and tasks within the team, they are often courteous and careful in their interactions. 2. Storming: During this phase, team members’ disagreements and disputes start to surface. It is a crucial stage when team members could struggle for influence or question the objectives and course of the group (Vos et al., 2021).

3. Norming: The team begins to build norms and guidelines for cooperating during the norming stage. Team members start to trust one another when disputes are settled. Collaboration and collaboration are becoming common. 4. Performing: The group has reached a point where there is a strong feeling of solidarity and trust among the members. They collaborate well, accomplish objectives, and provide results of the highest calibre (Mir, 2016). 5. Adjourning: This phase marks the conclusion or dissolution of the team. Team members reflect on their accomplishments, bid farewell, and get ready to start new tasks or projects. Effective Leaders who developed and Managed Teams 1. Steve Jobs (Apple): Steve Jobs was renowned for his outstanding management in building productive teams at Apple. He had an excellent eye for potential and gathered a team of driven, talented people that shared his goal. Jobs promoted a culture of quality, invention, and creativity that gave rise to devices like the iPhone and iPad, which completely changed the tech sector. 2. Mary Barra (General Motors): Mary Barra is recognised for altering the corporate culture of General Motors and creating a strong, cohesive team while serving as its CEO. She pushed for open dialogue and gave staff members the freedom to own their work. Significant advancements in product quality and client happiness have been made at General Motors under her leadership. 3. Sheryl Sandberg (Facebook): As Facebook’s COO, Sheryl Sandberg was instrumental in creating and leading efficient teams throughout the organisation. She encouraged a collaborative, open, and transparent work environment. Because of the success and expansion of Facebook as a major global digital player, her leadership style encouraged people to take chances and innovate. The characteristics and approaches these leaders used to create their teams varied, but there were some commonalities, such as cultivating an environment that is welcoming and inclusive, developing talent, promoting open communication, and establishing high performance requirements. Leaders may help their teams grow to the fullest extent possible and produce outstanding outcomes by skilfully putting into practise team development strategies like Tuckman’s Stages.

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Positive and Negative Dimensions of Leadership Positive Dimensions of Leadership Ghahremani et al. (2020) argued that the concept of leadership has several facets, and it includes a range of advantageous dimensions that are necessary for productive leadership. Being able to motivate others and provide them a compelling vision and purpose is a critical good quality. According to Hingst (2017), it was determined that effective leaders are able to communicate a clear vision that inspires and engages their team. This vision acts as a compass, inspiring people to strive towards a common goal by generating a feeling of purpose and group objectives. Teams may struggle to fulfil their objectives without a clear vision and lack of direction. Engelbrecht, Heine and Mahembe (2017) claimed that as beneficial dimensions of leadership, integrity and ethics are also generally accepted. Honesty, openness, and consistency in behaviour are characteristics of leaders that operate with integrity. They uphold moral standards and place a higher value on making choices that are in line with justice and right than they are with their own interests. These leaders are admired for their moral integrity and win the team members’ respect and allegiance. Contrarily, Sabir (2020) argued that leaders who lack integrity foster a climate of mistrust and may negatively impact team cohesiveness and productivity. According to Shahab et al. (2021), it was determined that empathy and emotional intelligence are two more crucial favourable traits. The team members’ needs, opinions, and emotions are recognised and valued by leaders who exhibit these traits. They create an atmosphere of psychological safety where people feel comfortable expressing themselves by actively listening and demonstrating empathy. It promotes healthy team dynamics and makes it possible for efficient support, cooperation, and communication. Lack of empathy may make it difficult for leaders to comprehend the difficulties that their team members are facing and to provide the support and direction that they need. According to Özbağ (2016) positive leadership relies heavily on open lines of communication. The ability to communicate ideas effectively, succinctly, and in a way that connects with an audience is a trait of leaders who are excellent communicators. They value the opinions of all team members and actively listen to them, fostering an atmosphere of open communication. Along with that, they provide constructive criticism to make sure that communication within the

team is efficient. As a result, there are fewer misunderstandings, problems are resolved amicably, and team members are more trusting of one another. According to Choi, Yoon and Kim (2020), other advantageous dimensions of leadership include growth and support. A culture of continual learning and progress is promoted by leaders who invest in the advancement of their team members. In order to help people realise their full potential, they provide support, mentoring, and resources. These leaders cultivate an engaged and productive workforce by empowering their staff. They understand that making investments in the growth of their team is good for everyone involved and helps the company as a whole succeed. In accordance to Ziya Ete et al. (2021), effective and successful teams are formed by leaders who possess good leadership dimensions. Results are more likely to be attained by leaders that inspire with a compelling vision, behave with integrity, show empathy and emotional intelligence, communicate clearly, and encourage the development of their team members. Leaders may promote a culture of trust, cooperation, and on-going development by demonstrating these positive dimensions, which will eventually result in high performance and organisational success. Negative Dimensions of Leadership The negative dimensions of leadership, like those of any other human undertaking, may have a negative impact on both people and organisations. In order to encourage better leadership practises and develop pleasant work environments, it is essential to recognise and address these negative characteristics (Sonmez, 2020). One aspect that should be avoided by leaders is authoritarianism. Collaboration and creativity are hampered when leaders override team members’ autonomy and make choices without taking their opinions into account. Due to the lack of involvement and decreased productivity within the team, this leadership style weakens the trust and autonomy of each member. According to Smiley (2018), lack of integrity is another bad aspect that leaders need to be cautious about. Leaders that lack integrity do unethical acts including lying, manipulating, or showing favouritism. Through their conduct, the team as a whole loses faith in one another, poisoning the workplace. Team members lose trust in leaders who put their own interests ahead of moral standards when there is a lack of integrity, which lowers commitment and morale. A leadership weakness that may have serious repercussions is poor communication (Valamis, 2023). Leaders that have trouble communicating are unable to set clear expectations, engage in

active listening to their team members, or deliver enough information. Confusion, misunderstandings, and decreased productivity often come from this lack of openness and clarity. Effective communication is the cornerstone of effective cooperation, and leaders who fall short in this area run the danger of alienating and frustrating their colleagues. Another unfavourable trait that executives should be aware of is a lack of empathy. There is a feeling of disconnect when leaders do not recognise or address the emotions, worries, and viewpoints of their team members. This lack of comprehension might cause the team to disconnect, have poor morale, and lack psychological safety. Strong connections and a helpful work environment are fostered through empathy, which is an essential characteristic. Micromanagement is an unfavourable trait that inhibits productivity and prevents personal development. Overly micromanaging and scrutinising every aspect of their teams’ operations damages trust, autonomy, and innovation. This behaviour fosters a micromanaging atmosphere, which demotivates and disempowers team members who feel constrained and unable to fully engage. According to Åsa Vidman and Strömberg (2020), recognising that leaders may have both good and negative dimensions is vital. No one is a flawless leader, and everyone has shortcomings. To encourage both individual and organisational progress, it is vital for leaders to be aware of and respond to these negative factors. Leaders may develop a healthier and more successful leadership style that promotes cooperation, trust, and autonomy within their teams by actively trying to enhance good dimensions and mitigate bad ones. Productive Dimensions of Leadership Numerous leaders throughout history have successfully shown good leadership dimensions, had great success, and made worthwhile contributions. Nelson Mandela, a former South African president, is one example of a leader like this. Integrity, empathy, and vision were shown by Mandela in a powerful way. With unshakable tenacity and a commitment to equality and peace, he spearheaded the fight against apartheid (Herrity, 2022). The country’s transformation to a more inclusive and fair society was significantly aided by Mandela’s ability to motivate and provide a compelling vision for a unified and democratic South Africa. Former PepsiCo CEO Indra Nooyi is another example. By highlighting the value of vision and purpose, Nooyi demonstrated outstanding leadership. She directed PepsiCo, which showed a commitment to social responsibility by reorienting the company’s priorities towards sustainable

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practises and healthier goods. The organization’s culture of invention and cooperation was fostered by Nooyi’s ability to articulate her vision and ideals effectively. Counterproductive Dimensions of Leadership According to Landry (2019), there have been occasions when leaders have acted unethically or harmed others as a result of their counterproductive leadership dimensions. One such instance is the fall of the Enron Corporation due to the false accounting practises used by CEO Jeffrey Skilling and other senior executives. The unethical behaviour and lack of integrity shown by Skilling not only resulted in significant financial loss but also diminished confidence in the business world (Landry, 2019). This serves as a sobering reminder of the negative effects of leaders who put their own interests ahead of moral ideals. Elizabeth Holmes, the former CEO of Theranos, is another instance. With the promise of ground- breaking technology for blood testing, Holmes positioned herself as a creative leader in the healthcare sector (Williams, 2022). But it was eventually discovered that the technology had not lived up to expectations and that Holmes had cheated investors and the general public. Her lack of moral character, poor communication, and contempt for ethical norms caused serious harm to investors, tarnished the image of the sector, and diminished confidence in entrepreneurial leadership. The Impact of Leadership Absence Poor leadership may have detrimental effects on companies or whole industries. Without effective and competent leadership, organisations may lack coordination, concentration, and a sense of purpose. Uncertainty, reduced productivity, and a decline in employee morale may follow from this (McKinsey & Company, 2021). Lack of leadership may result in inefficiency, subpar management, and a failure to meet the needs of the general populace in sectors like healthcare, education, or government. One such instance is how people responded to Hurricane Katrina in 2005. Many layers of government’s inept leadership were to blame for the delays, poor communication, and a tardy response to the crisis (Cato Institute, 2015). The consequences of the catastrophe on the affected communities were made worse by the absence of coordinated leadership, which caused a breakdown in essential services and a delay in providing aid to those in need.

As per (Boin et al., 2010), leaders that demonstrate positive leadership qualities like vision, empathy, and integrity may have a significant positive influence on both businesses and society. Leaders that exhibit negative traits, such as lying or acting unethically, may have an impact on their followers and undermine trust. Ineffective leadership may cause inefficiencies and a failure to meet stakeholder expectations, which can be detrimental to organisations and whole industries. Recognising the value of leadership and pursuing moral and effective leadership practises are crucial to fostering success and positive change. Conclusion Finally, it should be highlighted that the idea of leadership is complex and diversified, and it has both positive and negative aspects. The leadership of capable persons who demonstrate values like vision, empathy, and honesty may tremendously benefit organisations and society. For instance, Nelson Mandela and Indra Nooyi, leadership has the capacity to transform when performed with purpose and moral principles. However, recognising moments when leaders have shown unproductive leadership traits like dishonesty or a lack of integrity is just as crucial. Additionally, industries and organisations may suffer greatly from a lack of good leadership. Employee morale might suffer as a result of lack of vision, coordination, and direction, which can also result in inefficiencies and decreased production. Situations like the Hurricane Katrina response serve as illustrative examples of the vital role that strong leadership plays in times of crisis and the wide-ranging effects of leadership absence. Organisations and people must work towards ethical leadership practises, continual improvement, and a dedication to establishing a culture of trust, cooperation, and growth in order to promote good leadership and lessen the negative dimensions. It may build settings that inspire, empower, and boost significant change for the benefit of people, organisations, and society at large by acknowledging the influence of leadership and nurturing productive dimensions.

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organizational-performance/our-insights/psychological-safety-and-the-critical-role-of-leadership- development [Accessed 4 Jul. 2023]. Mir (2016). Assessing the Relationship between Teamwork Group-level Factors and Human Resource Empowerment in the Branches of Keshavarzi Bank of Tehran. [online] 230, pp.31–38. doi:https://doi.org/10.1016/j.sbspro.2016.09.005. Özbağ, G.K. (2016). The Role of Personality in Leadership: Five Factor Personality Traits and Ethical Leadership. Procedia - Social and Behavioral Sciences, 235, pp.235–242. doi:https://doi.org/10.1016/j.sbspro.2016.11.019. Peyton, T., Drea Zigarmi and Fowler, S.A. (2019). Examining the Relationship Between Leaders’ Power Use, Followers’ Motivational Outlooks, and Followers’ Work Intentions. doi:https://doi.org/10.3389/fpsyg.2018.02620. Sabir, S. (2020). A study on Ethical leadership perceptions and its impact on teachers commitment in Pakistan. International Journal of Educational Leadership and Management. doi:https://doi.org/10.17583/ijelm.2020.4525. Shahab, H., Zahur, H., Akhtar, N. and Rashid, S. (2021). Characteristics of Ethical Leadership: Themes Identification Through Convergent Parallel Mixed Method Design From the Pakistan Context. [online] 12. doi:https://doi.org/10.3389/fpsyg.2021.787796. Smiley, F. (2018). Leadership Guide to Conflict and Conflict Management. [online] Pressbooks.pub. Available at: https://ohiostate.pressbooks.pub/pubhhmp6615/chapter/leadership- guide-to-conflict-and-conflict-management/ [Accessed 4 Jul. 2023]. Sonmez, F. (2020). Analysis of Leader Effectiveness in Organization and Knowledge Sharing Behavior on Employees and Organization - Fatma Sonmez Cakir, Zafer Adiguzel, 2020. [online] SAGE Open. Available at: https://journals.sagepub.com/doi/10.1177/2158244020914634 [Accessed 4 Jul. 2023]. Valamis (2023). Performance Management. [online] Valamis. Available at: https://www.valamis.com/hub/performance-management [Accessed 4 Jul. 2023]. Vos, S., van, Schiele, H. and Praas, N. (2021). Mediating the impact of power on supplier satisfaction: Do buyer status and relational conflict matter? [online] 239, pp.108168–108168. doi:https://doi.org/10.1016/j.ijpe.2021.108168. Williams, M. (2022). Elizabeth Holmes and Theranos: A play on more than just ethical failures - Medina Williams, 2022. [online] Business Information Review. Available at: https://journals.sagepub.com/doi/full/10.1177/02663821221088899 [Accessed 4 Jul. 2023]. Ziya Ete, Epitropaki, O., Liu, W. and Graham, L. (2021). Leader and Organizational Behavioral Integrity and Follower Behavioral Outcomes: The Role of Identification Processes. [online] 176(4), pp.741–760. doi:https://doi.org/10.1007/s10551-020-04728-6.

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