Analyzing Leadership Styles: Insights from Google's Management

1 Group Assignment University Canada West Dr. Michele Vincenti March 19, 2023 Words: 4474 without references

2 Executive Summary The paper starts with an introduction where the explanation of the differences between the transformational and transactional leadership styles, motivation, the resistance to changes of leaders, and the advantages of adopting participatory leadership are addressed, among other concepts. Subsequently, it is answered if Pichai should worry that Google workers leave the company because they do not like its management style, then explained the management style of Pichai and stated the factors could explain the evolution of this fashion, answers whether Pichai should work for Alphabet and Google simultaneously to innovate descriptively and finally if you should have a riskier attitude and act faster. Recommendations are included in each section and the conclusions of the case study analysis are confirmed.

3 Introduction by Natalia Jiménez The purpose of this document is to address the situation of the company generated in Google when Sundar Pichai was CEO, through the research of a bibliography related to leadership that supports the answers to the different questions required. In general, it is important to know that the results of the multilevel analysis reveal that only differences in transformational and transactional leadership styles, as well as the size of the work team, are connected to the performance of the workforce. (Vignoli, 2018). In the case of a company like google, the size of the teams is very large, however in the results of the graphs of the case study, over the years can be evidenced by excellent management, continuous improvement, and focus on the result. This can be taken as a success story in managing Google administrators. On the other hand, there is a connection between the resistance of the leaders and the intentions to oppose the change was reduced by the characteristics of transformational leadership of the followers. (Oreg, 2011). From that perspective, the personal qualities of leaders and transformational leadership practices could help explain why people want to oppose meaningful organizational change. In that order of ideas, Google might have experienced this kind of behavior for some employees during leadership changes. For the analysis to be made, it can be taken into account that studies show that leaders who adopt participatory and transformative leadership are more likely to foster a motivating environment among their workforce. Employees can usually choose transformational rather than transactional leadership. Managers who want to be more effective should encourage,

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4 help and improve the skills of their staff. (Alghazo, 2016). With this, a good path to take for a leader is there as a key factor of success when leading teams is to have motivational tools. Supporting the above, a study examined the impacts of job motivation, leadership style, and competence on job satisfaction, as well as the effects of these factors on performance, the effects of job satisfaction on performance, and the effects of these factors on performance through job satisfaction. The results showed that job satisfaction is negatively and significantly affected by job motivation. (Hajiali et. al., 2022). So, if you want to prevent an employee from quitting, he must really feel motivated. Source Free image (Freepik, n.d.2023)

5 Answer to question number 1 by Natalia Jiménez It is a worrying factor that an important group of executives leaves a company and even more so that one of the reasons is the style of leadership according to the case study, it may have been related to the management of Should Pichai. Then the possible reasons that could have generated a massive defection of the managers of the subsidiary of the company Google, Alphabet are abhorred: Communication management Studies analyze leadership style and communication skills, finding that they may affect employee job satisfaction and communication, supported in a significant correlation between the task of supervisors and relational leadership styles and their communicator competence, resulting in a connection between leadership, communication, and employee satisfaction with work and communication. (Madlock, 2008 An internal communication strategy could be a good way to approach the Pichai team towards the team of directors who are thinking of quitting the company, sharing tools that they can use to make suggestions about opportunities to improve leadership style or some gaps that Pichai needs to work on, could prevent similar future situations.

6 Lack of autonomy and engagement With a transactional leadership style, employees are not even granted freedom, but rewards are a source of motivation for them. The transactional leadership style is successful because it makes people happy to work for the company and because employee satisfaction is crucial in customer service centers. A transformative leadership style is more adaptable and encourages individual autonomy and innovation, employee performance improves, and a transformative leadership style improves employee performance. (Hafeez, et. al., 2012). According to the above, a style transformative is a good option for Pichai to create an atmosphere related to autonomy that is exposed in the study case some directors feel that need more and less bureaucracy. On the other hand, when investigating the factors that affect employee engagement, particularly the role that leadership style plays. The results show that employee engagement and leadership styles have important correlations. It is important that the company achieves the commitment of employees, as well as the impact that leadership styles because they have a close relationship in the creation of work culture (Popli, 2016). So, for the case study, it is important to highlight that if the employee has lost commitment to the company, effective HR procedures and proper leadership philosophies in Google are required to increase participation, sense of belonging, and reviewing leadership style because it can affect these factors exposed in employees. Likewise, studies support that managers who tend to lead in a participatory manner, workers expressed more happiness with criteria that include the nature of the work, co-

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7 workers, and the type of supervision, while showing less satisfaction with wages, benefits, working conditions, progress and communication (Rad, 2006). Therefore, the importance of the directors who took the decision to leave the company is highlighted, they are marked by the need to participate, for example in making decisions in the company. In the case study, it is mentioned that the purchase of companies such as Spotify and Twitter was suggested, however, these proposed strategies were not accepted, a fact that could have had repercussions on the subsequent events. Feedback Studies conclude that there is a need to place equal value on leadership and monitoring. It serves as a reminder of the enormous responsibility that all leaders, including those deemed effective, have as a tool to reduce staff turnover. This is because the impact of leadership style on employee turnover is caused not only by poor leadership but also by good leadership that has blind spots when considering its own leadership style. (Alkhawaja, 2017). Thus, proper feed back in both directions can mitigate the shortcomings in the leadership style I have the leader and both employees and leaders will know in what to work to improve. The idea of evaluating how employees feel about their managers and supervisors and how it affected how they felt about organizational policy, results that confirm that organizational policy plays an important role in how people perceive their work. (Ram, 2010). Perhaps this strategy of knowing in time how employees felt and taking action in time could have prevented the resignation of a group of managers in the company. This is very important

8 because the impact on the company of this situation affects several aspects, such as organizational culture, the costs associated with training high-level profiles, costs of hiring processes for new managers and the time it takes to achieve synergy in the operation with what was previously expected is relevant to be taken into account within the consequences of the facts. Motivation Supported by a study, job satisfaction was significantly influenced by leader satisfaction. Due to the lack of strong intrinsic motivation, it is expected that the happiness of the employees' work may decrease before the satisfaction of the leadership. (Mardanov, et al. 2008). According to the above, it is important that the employee’s motivation level is monitored to predict dissections. Programs aimed at maintaining employee motivation and identifying factors by which employees may experience demotivation may be another strategy to consider. Likewise, a study supports the idea that effective leadership influences the performance of workers. Employee involvement, on the other hand, acts as a mediator in the interaction between factors. This connection suggests that transformative leaders foster productive habits within their workforce, motivating them to perform well. In addition, transformational leadership practices motivate and inspire workers to go further for the benefit of the company. According to the results of the study, employee engagement strategies have a favorable impact on the performance of the organization’s employees.

9 Therefore, leaders who act in a way that helps followers grow could anticipate gaining followers who exhibit a higher degree of participation. Employees who are very committed to time provide excellent results. (Al-Amin, 2017). Thus, a motivational factor that can be taken into account is the participation of managers in the decision-making of the company so that they are given the opportunity to participate in the development of senior management strategies as a contribution to business creation, in the case study could generate a different scenario. Each organization will inevitably experience disagreement. To establish strong relationships with subordinates, leaders must comprehend and put into practice a variety of conflict management techniques and dispute resolution philosophies. Unresolved disagreement may have negative repercussions for an organization's success. So, leaders must learn how to approach and manage conflicts depending on the circumstances and the parties involved. Conflicts at work may lead to absenteeism and have an impact on employee loyalty. (Lim, 2012). The effect of the desertion of Employees on Google.

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10 Answer to questions number 2 and 3 by Liza Lutfun Leadership styles relate to specific behavior and will be influenced by the leader’s aims and personality as well as their relationship and interaction with the team (Simpson, 2013). With Google during enormous expansion and transition, Sunder Pichai is primarily regarded as a strategic leader. His focus on innovation and customer-centricity, as well as his ability to balance immediate objectives and long-term vision, have won him recognition. Pichai is also known for being a capable and influential leader who uplifts and encourages his team to accomplish great things. The significance of individual characteristics and personality features in developing leadership skills has been highlighted by a recent study on leadership. A recent study has highlighted the role of personality in influencing leadership style and effectiveness, in contrast to older ideas that placed more emphasis on pinpointing specific behaviors and acts that characterize a good leader. Google has now embraced Mr. Pichai's dedication to unwavering ethics due to his impressive display of restraint. Work has consequently grown more demanding, concentrated, and disciplined among employees (Ghoshal, 2022). James Burns stated that “leaders and followers help each other to advance to a higher level of moral and motivation” is transformational leadership (Simpson, 2013). The term "charismatic leadership" describes a leader's ability to inspire and encourage people via their personal qualities and attributes. These leaders can inspire a sense of commitment and shared purpose among their followers by living up to their organization's values and principles, boosting motivation and productivity. The technology sector regards Sundar Pichai as a revolutionary leader. He serves as the CEO of Alphabet Inc., which owns

11 Google. Pichai has won praise for his leadership approach, which strongly emphasizes giving people autonomy and cultivating an innovative culture. Pichai has shown his dedication to employee empowerment, among other things, by decentralizing decision- making and giving subordinate managers more control. This strategy has been linked to increased staff productivity and job satisfaction. Sundar Pichai's management style has been said to have fueled innovation and expansion at Google and Alphabet. His focus on employee empowerment and encouraging an innovative culture has contributed to developing a highly engaged and motivated staff. One of the four elements of transformational leadership, which is a leadership style characterized by the leader's capacity to inspire and drive their subordinates to realize their full potential, is idealized influence. The admiration, respect, and trust followers have for their leader is called idealized influence. Idealized influence is exhibited by transformational leaders who can inspire their followers and establish a bond of trust and fidelity with them. As it forges a deep bond between the leader and their followers, this element of transformational leadership is frequently viewed as the cornerstone of the other elements. Sundar Pichai's leadership style has received accolades for emphasizing employee empowerment and fostering a supportive workplace environment. Pichai has created a culture of trust and respect within his company by providing his staff with the tools and resources required to thrive. Higher levels of staff productivity and job satisfaction have been linked to this leadership style and various other advantages. Employee engagement and willingness to go above and beyond in achieving organizational objectives are more likely when they perceive their leaders to value and support them.

12 Also, Pichai's team members firmly believe in the company's mission, which has aided in forging a sense of direction and purpose. Team members may be more motivated and committed when leaders can successfully convey their vision and motivate workers to strive towards a common objective. Sundar Pichai's leadership style seems to be very successful in fostering a pleasant workplace culture and generating organizational success. He has successfully built a highly motivated and effective team dedicated to accomplishing the company's goals by empowering his employees and encouraging a culture of trust and respect. His approach to product development is just one of the prime instances of Sundar Pichai's collaborative leadership style. Pichai pushes his staff to come up with fresh concepts and solutions rather than depending entirely on his own ideas. He is a firm believer in equipping his staff with the tools they require for success. For instance, Sundar Pichai didn't merely hand his team a set of specifications and tell them to get to work when Google decided to create a new messaging app. Instead, he urged his team to collaborate and develop a concept for what the app might be. Pichai then gave his group the tools they required to make that idea a reality. His emphasis on inclusiveness and diversity is another aspect of Pichai's transformative leadership style. He has prioritized increasing diversity at Google and Alphabet and has taken action to foster a more welcoming workplace environment. For instance, he has introduced efforts to help underrepresented groups in technology and given employees training on unconscious prejudice (Kushan, 2023). Sundar Pichai is an excellent illustration of how collaboration can be a potent instrument for success. He leads collaboratively. As a result of his emphasis on collaboration, diversity, and inclusion, Google has been able to develop ground-breaking

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13 technologies that benefit society as a whole and has been able to foster a healthy and inclusive workplace atmosphere. Should Pichai operate and innovate at both Alphabet and Google: As Alphabet's head, Sundar Pichai has other roles in addition to day-to-day management of Google, including overseeing the company's "Other Gambling" division, which spans futuristic initiatives like self-driving cars, Internet balloons and science. life research. He also has a responsibility to find a balance between the interests of Google's many stakeholders, which include workers, advertisers, regulators and users. In this essay, I will argue that Pichai should continue to operate and develop at both Alphabet and Google, where working at both companies allows him to use the strengths of both organizations and create new opportunities for growth. The main reasons why I think he should continue in his position are: The continuous improvement between companies, since I consider that since Google shares the information with Alphabet it has fully benefited, since it is well known that to have autonomous vehicles it is completely dependent on artificial intelligence and automation, which is provided by Google. Achieving as a result that both companies can achieve new and better discoveries, since one challenges the other and achieves true continuous improvement. Develop synergies that drive the growth and innovation of both companies, for example, Google search data can be used to inform the Alphabet health study because it contains a large amount of information about the concerns and behaviors of people's health. Similarly, Alphabet's investment in renewable energy technology can help Google reduce its carbon

14 footprint and position the company as a leader in environmentally friendly business practices. Pichai can help Alphabet and Google unlock new sources of value by identifying these areas of overlap and leveraging them to develop new products and services. Finally, I believe that by continuing to work in this way, you can develop both a short- and long-term vision in both companies, from a financial point of view and seek to solve the needs of users. Of course, there are risks involved with Pichai's dual role, especially in terms of potential conflicts of interest and favoritism toward Google. As Alphabet's CEO, Pichai is responsible for ensuring that all of the company's companies are treated fairly and have equal access to resources. If he shows too much favoritism to Google, it could undermine trust within the company and lead to divisions. Furthermore, Pichai's concentration on Google may limit his ability to lead Alphabet's Other Bets division, which necessitates a different set of skills and expertise. Pichai must be transparent about his decision-making processes and ensure that all subsidiaries are given equal treatment when it comes to resource allocation and strategic planning to mitigate these risks. He must also delegate authority to trusted managers within each division and empower them to make choices that are consistent with Alphabet's overall objectives. Pichai can guarantee that both Alphabet and Google thrive under his leadership by adopting a collaborative and inclusive approach to management. Finally, Pichai should continue to operate and innovate at both Alphabet and Google, as his dual role allows him to leverage both organizations’ strengths and generate new opportunities for growth. Pichai can help both businesses unlock new sources of value by

15 sharing resources and expertise, balancing short-term and long-term goals, and creating synergies between subsidiaries.

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16 Recommendations Based on the analysis given above, my recommendations for Sundar Pichai regarding Alphabet and Google operations and innovation are as follows: 1. Streamline operations: Pichai should prioritize streamlining operations across Alphabet and Google to increase efficiency, reduce redundancies, and cut expenses. This can be accomplished by improving resource integration, sharing expertise and information, and reducing duplication of effort by simplifying processes wherever possible which will also lead to reduce complexity and increase efficiency. This would allow Alphabet and Google to collaborate more efficiently and maximize their potential. 2. Promote innovation at Google: Pichai should promote innovation at Google, which is the company's main income generator. To accomplish this, he should foster an environment of experimentation in which new ideas are welcomed and failure is viewed as a chance to learn. This would enable Google to maintain its position as an industry leader and remain ahead of its competitors. Added to this, user experience should remain to stay as a top priority across all Google products, Pichai should ensure that the company is continually looking for ways to improve and enhance the user experience 3. Prioritize Google Cloud investments: Google Cloud has the potential to become a major revenue source for Alphabet. Pichai should prioritise investments in Google Cloud to strengthen the company's market position and expand its market share. This can be accomplished through collaborations, identify potential and strategic acquisitions to evaluate the benefits and risk of each opportunity, and R&D expenditures.

17 4. Realign Other Bets: Pichai should assess Other Bets' performance and realign companies that are not producing significant revenue or have limited growth potential. This would enable Alphabet to concentrate its resources on businesses with greater growth potential and higher returns on investment. 5. Manage the graveyard: To prevent a loss of innovation and income streams, Pichai should carefully manage the Google Product Graveyard. He should assess each product's potential and consider the cost-benefit of discontinuing it. Pichai should make sure that resources are allocated to more promising projects and that teams working on discontinued goods are reassigned to new projects. 6. Promote openness: Pichai should promote transparency throughout Alphabet and Google. Pichai should encourage open communication and feedback, so the employees would be able to express their thoughts, opinions, and concerns without fear of retaliation. Pichai should create regular communication channels with employees to keep them informed of the company's objectives, performance, and strategic initiatives. This will also reduce the perception that decisions are being made slowly and increase confidence in the decision-making process. 7. Effective talent management: Pichai must effectively manage talent across Alphabet and Google to keep high-performing employees and attract new talent. This can be accomplished through competitive pay packages; clear job development chances, so collaborators can see that there are opportunities for career growth in the company by the hand of continuous learning so the employees can feel encourage and supported to develop and acquire new skills; recognize and reward high-performing employees and a positive work environment.

18 8. Teamwork and collaboration based on a better prioritisation: Sundar Pichai should stablish clear priorities for both companies, Alphabet and Google, and ensure that all team members understand them. This will foster a culture of collaboration and teamwork in the company to assure that important decisions are made in an informed and careful manner and also to be made in a more quickly in specific areas and reduce the need for all decisions to be made at the executive level. 9. Ethics and social responsibility: Pichai should ensure that Alphabet and Google are ethical and socially responsible in all their operations, including data privacy, with growing concerns about online privacy, it is important the Google stays at the forefront of this issue and take adequate measures to protect user privacy and communicating the company’s privacy policies and practices clearly. Also, the implementation of clear policies and adoption of sustainable practices throughout the company is important. Sundar Pichai faces a range of challenges and opportunities as CEO of Alphabet and Google. To succeed he should prioritise streamlining operations across Alphabet and Google in order to improve efficiency and reduce expenses. He should promote innovation at Google, prioritise investments in Google Cloud, realign Other Bets, manage the Google Product Graveyard, cultivate a transparent culture, and effectively manage talent. These measures will allow Alphabet and Google to collaborate more efficiently, maximise their potential and remain industry leaders.

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19 Answer to question number 4 by Rodrigo Jasso Pichai's leadership style emphasizes balancing risk and return. He has earned a reputation for being willing to take calculated risks, carefully weighing the pros and drawbacks of various scenarios, and adhering to the principle of data-driven decision- making. Pichai has used this kind of decision-making in several high-profile circumstances. It's vital to keep in mind that such acts might have big repercussions, even while some may argue that Pichai should be more aggressive in taking chances and acting quickly. Google and Alphabet will follow Pichai's leadership style to make strategic, long-lasting decisions that are best for their users, staff, and shareholders. Sharma and Writer (2019) claim that "individuals' efficacy" in a range of mindsets, including communication, decision-making, behaviour, and much more, can define a leading nation (Schmidt et al., 2019a). By launching "Google Chrome" and making it a big success, Mr. Pichai showed his perseverance. Two more of Pichai's important skills are cooperation. Individually productive people make appropriate use of their own skills and techniques rather than waste them (Carter, 2018) . The effectiveness of Pichai's management style will ultimately depend on several variables, including the market environment, the stakeholder needs of Google, and Alphabet. As a result, it is up to Pichai to consider these issues and decide what is best for the business. Even Google execs who disapproved of Pichai's management style could recognize and respect his more sympathetic approach. They pointed out that since Pichai became CEO, Google had expanded into a more prominent, more established company with more discipline. Pichai's leadership style deviates from the conventional charismatic and extroverted leadership model. For instance, the prevalent belief is that being extroverted motivates leaders to complete tasks and fulfill their mission ( Management:

20 Leading & Collaborating in a Competitive World , 2020). Pichai is known to exhibit referent and expert authority in his argument. Siddharth Pichai, for example, is admired by Google employees for his success, knowledge, vision, and humility on (Lebowitz, 2016). His expert strength is further derived from his expert knowledge of the business and technology of the corporation. He can persuade workers to support his ideas through his expert power while giving them the freedom to contribute. By giving his staff more freedom, Sundar Pichai has promoted the success of others, which has been linked to increased output and job happiness. Also, his team members share his vision, as seen by their tremendous regard and trust for him. However, taking on too much risk and making decisions too quickly can also have drawbacks, such as making bad choices that could cost the organization money or harm its reputation. As a result, it is crucial to establish a balance between taking calculated risks and acting quickly while carefully weighing all the facts and possible results. A thorough assessment of Kolb's traits will be provided as a result of this investigation of "Kolb's reflective model." A person's "personal efficacy" is, therefore, truly remarkable. Pichai supported the gradual advancement of Google's exclusive goods. Ultimately, Pichai's ability to take more calculated risks and act fast will depend on Google's particular situation and position in the company. Before making any modifications to his decision-making process, he must take into account several variables and balance the advantages and disadvantages.

21 Conclusions Organizational engagement has a favorable impact on job satisfaction, which is related to organizational engagement and leadership style and which by not achieving followers' specifics, may generate the employee’s desire to leave the company. Sundar Pichai should continue to operate and innovate at both Alphabet and Google. This is because working at both companies allows him to leverage both organizations' strengths and create new opportunities for growth. He can help both businesses unlock new sources of value by sharing resources and expertise, balancing short-term and long-term goals, and creating synergies between subsidiaries. However, there are also potential risks involved with Pichai's dual role, such as conflicts of interest and favoritism towards Google. To mitigate these risks, Pichai must be transparent about his decision-making processes and ensure that all subsidiaries are given equal treatment when it comes to resource allocation and strategic planning. He should also delegate authority to trusted managers within each division and empower them to make choices that are consistent with Alphabet's overall objectives. Overall, I recommend that Pichai streamline operations, promote innovation at Google, prioritize Google Cloud investments, realign Other Bets, manage the Google Product Graveyard, promote openness, and effectively manage talent across Alphabet and Google.

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22 References Al-Amin, M. (2017). Transformational leadership and employee performance mediating effect of employee engagement. North South Business Review, 7(2), 28-40. Alghazo, A. M., & Al-Anazi, M. (2016). The impact of leadership style on employee’s motivation. International Journal of Economics and Business Administration, 2(5), 37-44. Alkhawaja, A. (2017). Leadership Style and Employee Turnover A Mythical Relationship or Reality?. Barr, A. (2016, February 2). Alphabet Reports Rising Profits at Core Google Businesses. WSJ. https://www.wsj.com/articles/alphabet-reports-rising-profits-at-core-google- businesses-1454361634 Bradt, G. (2019, December 4). Why Sundar Pichai Cannot Both Operate And Innovate At Alphabet And Google. Forbes. https://www.forbes.com/sites/georgebradt/2019/12/04/why-sundar-pichai-cannot- both-operate-and-innovate-at-alphabet-and-google/?sh=ea05df67b406 Carter, D. (2018). How real is the impact of artificial intelligence? The business information survey 2018. Business Information Review, 35(3), 99– 115. https://doi.org/10.1177/0266382118790150 Ding, H., & Yu, E. (2022). Strengths-Based Leadership and Employee Psychological Well- Being: A Moderated Mediation Model. Journal of Career Development, 49(5), 1108–1121. https://doi-org.ezproxy.myucwest.ca/10.1177/08948453211018807 Freepik. (n.d.-b). Freepik | Discover the best free graphic resources about leaders, 172,648 results. https://www.freepik.com/search?format=search&query=leaders

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23 Gendi, R. E. (n.d.). How Transformational CEOs Maintain their Innovative Edge. https://www.linkedin.com/pulse/how-transformational-ceos-maintain-innovative- edge-dr-rasha-el-gendi/ Ghoshal, D. (2022, July 20). “Let others succeed”: Google CEO Sundar Pichai’s simple but effective leadership style. Quartz. https://qz.com/india/879633/let-others- succeed-google-ceo-sundar-pichais-simple-but-effective-leadership-style Grynko Tetiana V., Hviniashvili Tetiana Z., & Zahinaylo Vladlena A. (2022). The Role of Leadership and Communications in Ensuring the Development of Modern Business Structures. Bìznes Inform, 5(532), 75–83. https://doi-org.ezproxy.myucwest.ca/10.32983/2222-4459-2022-5-75-83 Hafeez, M. H., Rizvi, S. M. H., Hasnain, A., & Mariam, A. (2012). Relationship of leadership styles, employees commitment and organization performance (a study on customer support representatives). European Journal of Economics, Finance and Administrative Sciences, 1(49), 133-143. Hajiali, I., Kessi, A. M. F., Budiandriani, B., Prihatin, E., & Sufri, M. M. (2022). Determination of Work Motivation, Leadership Style, Employee Competence on Job Satisfaction and Employee Performance. Golden Ratio of Human Resource Management, 2(1), 57-69. Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2021). Leadership: Enhancing the Lessons of Experience. Kushan, M. (2023). The Power of Collaboration: Sundar Pichai’s Team oriented Leadership | Medium. In Medium. https://medium.com/@maleeshakushanme/the- power-of-collaboration-sundar-pichais-team-oriented-leadership-e97227183bd1

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24 Lebowitz, S. (2016, July 23). The brilliant management strategy Google’s new CEO used to become one of the world’s most powerful executives. Business Insider. https://www.businessinsider.com/google-sundar-pichai-is-an-effective-leader- 2016-3 Lim, J. H., & Yazdanifard, R. (2012). The difference of conflict management styles and conflict resolution in workplace. Business & Entrepreneurship Journal, 1(1). Lindner, J. R. (1998). Understanding employee motivation. Journal of Extension, 36(3), 1- 8. Madlock, P. E. (2008). The link between leadership style, communicator competence, and employee satisfaction. The Journal of Business Communication (1973), 45(1), 61- 78. Management: Leading & Collaborating in a Competitive World. (2020, January 15). https://www.mheducation.com/highered/product/management-leading- collaborating-competitive-world-bateman-konopaske/M9781260261523.html Mardanov, I. T., Heischmidt, K., & Henson, A. (2008). Leader-member exchange and job satisfaction bond and predicted employee turnover. Journal of Leadership & Organizational Studies, 15(2), 159-175. Mental stress factors are associated with sleep problems among older employees. (2022). Pulse International, 23(17), 1–19. Mester, C., Visser, D., Roodt, G., & Kellerman, R. (2003). Leadership style and its relation to employee attitudes and behaviour. SA journal of industrial psychology, 29(2), 72-82.

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25 Nelson, J. K., Poms, L. W., & Wolf, P. P. (2012). Developing Efficacy Beliefs for Ethics and Diversity Management. Academy of Management Learning & Education , 11 (1), 49–68. https://doi.org/10.5465/amle.2009.0115 Oreg, S., & Berson, Y. (2011). LEADERSHIP AND EMPLOYEES’REACTIONS TO CHANGE: THE ROLE OF LEADERS’PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE. Personnel psychology, 64(3), 627-659. Pathak, D., Madan, P., & Srivastava, S. (2023). Examining the Inter-Relationship between Leadership Styles, Organisational Learning Capability and Job Satisfaction: An Empirical Study of Indian IT Companies. International Journal of Learning and Change, 15(1), 51–69. Popli, S., & Rizvi, I. A. (2016). Drivers of employee engagement: The role of leadership style. Global Business Review, 17(4), 965-979. Rad, A. M. M., & Yarmohammadian, M. H. (2006). A study of relationship between managers' leadership style and employees' job satisfaction. Leadership in Health services, 19(2), 11-28. Ram, P., & Prabhakar, G. V. (2010). Leadership styles and perceived organizational politics as predictors of work related outcomes. European Journal of Social Sciences, 15(1), 40-55. SAYYADI, M. (2021). What’s the best LEADERSHIP STYLE at work? HR Future, 4, 44– 47. Schmidt, E., Rosenberg, J., & Eagle, A. (2019b). Trillion Dollar Coach. HarperBusiness. Simpson, Sarah. The Styles, Models & Philosophy of Leadership . Bookboon, 2013. SMOTHERS, H. (2022). Am I Bad at Setting Boundaries? Cosmopolitan, 271(5), 56–57.

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