Organizational behaviour

1
Table of Contents

Introduction........................................................................................................................3

PART 1: Culture, Power and Politics and the Motivation of Individuals and Teams,
within Ryanair....................................................................................................................4

P1 Analyse how an organisation’s culture, politics, and power influence individual and
team behaviour and performance..................................................................................4

M1 Critically analyse how the culture, politics, and power of an organisation can
influence individual and team behaviour and performance...........................................6

P2 Evaluate how content and process theories of motivation and motivational

techniques enable effective achievement of goals in an organisational context...........7

M2 Critically evaluates how to influence the behaviour of others through the effective
application of behavioural motivational theories, concepts, and models......................9

D1 Critically evaluates the relationship between culture, politics, power, and

motivation that enables teams and organisations to succeed in providing justified
recommendations.........................................................................................................10

PART 2: Influences on team effectiveness and concepts and theories of organisational

behaviour within Ryanair.................................................................................................11

P3 Explain what makes an effective team as opposed to an ineffective team?..........11

M3 Analyse relevant team and group development theories to support the

development of cooperation within effective teams.....................................................13

P4 Apply concepts and philosophies of organisational behaviour within an

organisational context and given business situation...................................................14

2
 M4 Evaluate how concepts and philosophies of OB inform and influence behaviour
within a given business situation..................................................................................17

D2 Critically analyse and evaluate the relevance of team development theories,

concepts, and philosophies that influence behaviour in the workplace to improve
business performance and productivity.......................................................................18

Conclusion.......................................................................................................................19

References.......................................................................................................................20

3
Introduction

The Organizational behaviour provides the organisation with guidance. In today's work

setting, organizational behaviour has tremendous significance. Studying OB leads to
knowing and forecasting corporate activity. It also helps to consider the existence and
behaviours of an organization's citizens. It is important that employees are motivated
and interrelated within the organization. The report focuses on the importance of
organisational behaviour with context to the Ryanair. Ryanair a European airline change
its strategy and implement low-cost approach and fares strategy which lead to
widespread media coverage and also result in poor customer satisfaction and staffing
issues. The report is divided into two parts. The first of the report discusses the impact
of politics, culture, and power on the behaviour of individuals along with the various
motivational theories. On the other hand, the second part focuses on the various
models and concepts that support the working of an effective team. Besides this, the
report helps in understanding the contribution of the leader toward in accomplishment of
organisational goals.

4
PART 1: Culture, Power and Politics and the Motivation of Individuals
and Teams, within Ryanair

Introduction

Culture refers to the standards, convictions, and values that organization members
must follow. Culture can be classified according to power, person, task, and role. 
According to Hofstede "network concepts and framework theory and organizational
psychology are the numerous frameworks and hypotheses for cultural identity"
(Hofstede, 2011). In order to understand behaviour, the impact of power and politics is
necessary. Power-based dynamics across organizational systems and decision making
will make human and community dynamics understandable.

P1 Analyse how an organisation’s culture, politics, and power influence

individual and team behaviour and performance.

The prosperity of the businesses and the sustainability and the continuing performance
of the industry are essentially decided in the corporate world’s new power and politics.
As a power, culture, and politics are linked to the organization's management and
leadership (DiazGranados, et. al., 2017). Politics, power, and culture affect the team
and individual behavior at Ryanair are describe below:

Power

Power is an aspect that influences individuals' actions and even the team's operational
success. The power can be explained as the alteration of the actions of certain
individuals or classes in the best way they want, without needing to adjust their conduct
appropriately or not. As long as power is concerned, it is obvious that the more an
individual or team has control, the more it affects the company (Muchiri, et. al., 2017). In
Ryanair’s context, it could be seen that employees with high power, particularly senior
management, are highly powered to control the process. When a powerful leader leads
the whole team the behavior of employees might change.

5
Ryanair consists of large functional or specific areas organized by a small group from
top managers, a high degree of formalization and standardization. The activities of the
activities and the communications are regulated together by laws and procedures that
describe the task, the expert concerned, typically the mode of contact besides the
settlers. The guidelines and protocols usually are the key effectiveness processes. The
success of this specific society is based instead on human traits on the logic of the
division of and obligation.

Culture

Interpersonal culture is a common term that describes interpersonal behaviour,

attitudes, principles, and experiences. When people in an organization receive a
positive organizational culture, they usually behave positively and therefore seek to
achieve organizational excellence in the manner they contribute to organizations. That
can be demonstrated in Ryanair, where there is a strong culture in the company. The
corporation has a culturally focused audience, which increases consumer loyalty, hires
the right employees, and offers the best preparation for any individual participating with
the organisation (Coccia, 2014).

Ryanair follows task culture in their organisation. Task cultures are often related to
organizations which follow structural designs or matrixes. The emphasis is on having
something completed and culture seeks to get the necessary tools and the best
individuals together at the same stage to collect the required support for a project to
finish. Ryanair focused on the group's unifying force to increase productivity, as well as
to help the person define the organizational goals. Therefore the work ethos should take
priority over human ambitions and the plurality of places and beauty discrepancies. 

Politics

Politics often has a significant impact on the actions of an individual and a group, which
in turn influences the success of the company (Geppert and Dörrenbächer, 2014).
Another such business is Ryanair, where staff who don't work hard use dishonest
tactics to win their jobs. Politics implies the unethical actions of individuals in an

6
institution to achieve advantages beyond their influence. The mood is pessimistic.
Regarding this, the business has a broad organization of tons of staff, and management
is liable for its smooth running.

7
M1 Critically analyse how the culture, politics, and power of an
organisation can influence individual and team behaviour and
performance.

Power, culture, and politics affect the Ryanair in both the positive and negative manner
and also influence the performance and behavior of the team and individual. Adequate
power use contributes to the accomplishment of desirable priorities and targets.
Ineffectual usage of power or power can lead to the system's malfunction. It is
achievable for inexperienced and self-confident administrators. They seem to stop
utilizing force and choose issues with diligent employees and the like. The interpersonal
effects of not utilizing control are particularly evident at the peak of an organization, as
abdications of authority in authoritarian structures affect down (Pettigrew, 2014).

On the other hand, organizational politics will concentrate on the interests of

Ryanair and entities and may also require behavior that is harmful to the whole
enterprise.  Ethical problems are sometimes discussed, so negotiation in corporate
relations is a significant factor. Organizational politics have rather conflicted responses
and, according to a different view, people look at the entire thing both critically and
favorably. Nevertheless, Ryanair succeeds in business politics can still be favorably
regarded as in many ways and also ineffective competitors. Ryanair's strong corporate
culture says that people’s action is always optimistic. It was noticed that the managers
and workers of the company act appropriately. The activity of individuals is constantly
nurtured by a stable corporate culture (Al Saifi, 2015). Nevertheless, culture has been
made of the detrimental impact of corporate culture on employee and team behavior.
Internal competition in Ryanair helps in accomplishing the market competitiveness
which affects both the behavior of team and individual.

8
P2 Evaluate how content and process theories of motivation and
motivational techniques enable effective achievement of goals in an
organisational context.

Motivation can be explained as a crucial element in assessing an organisation's

accomplishment of targets. Motivation plays a key role in the accomplishment of
corporate targets as the aims are accomplished by the cooperation of workers who
utilize their experience, abilities, skills and creativity to create value for their clients
through the delivery of excellent goods and services. Ryanair's goals and objectives of
creating an iconic reputation have been made possible due to their extremely committed
employees who continue to do well for the business of excellent goods and services.

The corporate priorities are determined by individuals and organizations within an

organisation. Two forms of content theory and process analysis theory describe
motivation in an enterprise. The motivational content theory discusses why
psychological desires shift over time. Such psychologically shaping hypotheses explain
the particular influences underlying motivating behaviour. Theory X and Y of McGregor
are common theories of content that would provide a deeper insight into motivation
(Lawter, et. al., 2015).

Source: Miner, 2015

9
Theory X suggests the workers do not perform their work because they do not want to
do it and want and stop their tasks. Individuals are required to operate in a company.
After all, they do not want to accept responsibilities because they have little desire.
Theory Y, on the other side, opposes hypothesis X in its entirety. According to principle
Y, this approach is ambitious, with imaginative and self-employed workers. This is a
great motivational principle, and in modern organisations, it is growing more and more
popular. The key feature of this philosophy is self-empowered teams (Senaratne and
Gunawardane, 2015).

With context to Ryanair, the organizational qualities and strengths of the business

should be harmonised with Theory Y, through which workers are driven to enhance their
results. It deals with many tickets and expensive products that involve a high degree of
imagination and ingenuity. HR is one of the most valuable assets for the Company, as it
allows the enterprise to produce innovative goods and services that result in creativity
and employee growth. The bulk of staff at Ryanair is self-motivated and respected. They
are well-motivated and deemed an integral part of the organisation.

10
M2 Critically evaluates how to influence the behaviour of others through
the effective application of behavioural motivational theories, concepts,
and models.

Motivation plays a significant role in meeting business goals. It supports the

accomplishment of targets through the collective efforts of workers who utilize their
knowledge, experience, expertise, and creativity in order to build value for their clients
through outstanding goods and services. Through its highly empowered staff, the aims
and ambitions of Ryanair to create the global brand have been made possible by
supplying it with great ideas and innovation concerning the service and product
offerings. Nonetheless, with respect to the Ryanair, some aspects of Theory X have
been found, as some of the workers do not accept accountability adequately while
having encouragement (Weng, et. al., 2015). They don't like their job and so they can't
guide their company to accomplish their objectives.

In Ryanair, the understanding of employees' prospects for commitment bonuses is

strong because workers earn expectations and incentives. Its, positive ethos of effort,
performance, and reward satisfaction, inspired workers to do success and to increase
their output. The incentive program improved workplace loyalty, allowing them more
productive at work to meet the organisation's objectives. The scheme of rewards, as
outlined here, helps the organization to recognize all workers who work tirelessly to
support the company meet its aim of growing the market and consumer base.
Motivation to show, though, that certain aspects often lead to corporate goals and
priorities. In order to support the organization meets its goals, not only inspiration but
both financial and organizational considerations are equally essential. The amount of
profitability Ryanair will obtain over a given period is calculated by revenues and daily
activities. This was counteracted by Anitha and Begum (2016), who claimed that given
the immense financial capital and successful management activities, the main cause
that is responsible for the accomplishment of corporate objectives is that workers are
not driven to work well. Motivational strategies play an important role not only in the
behavioral theories of motivation but also in the actions of others which contributes to

11
achieving goals and goals. Ryanair both practiced exclusively the everyday routine,
breaking up the lethargy process and encouraging themselves through simple tasks.
The tasks are graded from 0 to 5, and the staff will concentrate on basic pleasures and
abilities. Yet this specific method of inspiration is not so successful because it relies on
an individual's actions.

12
D1 Critically evaluates the relationship between culture, politics, power,
and motivation that enables teams and organisations to succeed in
providing justified recommendations.

Following analysis of Ryanair's theories and strategies of inspiration, it has been found
that the organization uses successful approaches and templates for inspiring workers to
aim towards organic performance. However, by growing the number of rewards and
appreciation programs, the Organization will improve its success annually. The
business workers will be paid to retain morale at quarterly rates. Therefore, it is
recommended that the organization provide daily breaks for the workers to be rested so
that their fitness and wellbeing can be strengthened in order to meet their targets. In
order to improve operational productivity, workers operate in their fields of operation. A
strategy of periodically receiving positive input is often required (Chumg, et. al., 2016).

Conclusion

The above techniques and theories help the Ryanair Company to motivate the
employees at their workplace. This may include increasing the reward system and small
breaks to make an effective working environment.

13
PART 2: Influences on team effectiveness and concepts and theories
of organisational behaviour within Ryanair

P3 Explain what makes an effective team as opposed to an ineffective

team?

The most critical part of a good and smooth company is collaboration between team
and leaders. Workplace collaboration means workers' dedication to transparent
communication with their leaders. This is leads to team effectiveness.   Workplace
teamwork is particularly distinguished by an efficient or unsuccessful group. The reality
is that pure team participation does not benefit organisations has been noticed. To
accomplish objectives and targets, the team must be successful (Higgs and Dulewicz,
2016). Without team, No business can run. A team includes leaders who operate
together to achieve an end product for their company through a common, mutual goal.
A community of parts is two or more individuals who count on each other in their
successes and who may operate in the same department or not exactly. Often, the
variations are fine-tuned but the common theme is that a team operates together and
spreads the outcome, whereas one side is much more autonomous. The strength or
concentration of a team is defined by the common goal and how members become
committed to each other.

Teams will become successful if an active discussion takes place so people will share
their views openly in a company; leadership and representatives must listen to each
other's views. An unsuccessful team disputes the successful team, as participants of
these teams do not listen, conversations are closed and authoritative leadership is
sought. Good teams are decided by a majority, in which any participant decides,
whereas the unsuccessful teams usually make choices quickly until the real problems
are solved. Task responsibilities play a significant role in keeping the departments
productive or ineffective. This is clear with the aid of the Tuckman team growth theory
(Jelphs and Dickinson, 2016). The Tuckman model suggested by Bruce Tuckman, a
common approach in establishing the basis for successful team organizing, which is

14
another key of the effective team embraced by Ryanair. Similar to the Tuckman theory,
four stages are explained below: 

Source: Miner, 2015

 Forming is the beginning point of team growth, where most team leaders play a
constructive, friendly, and leading role.
 The next move is to storming employees against the accomplishment of goals.
The team leaders question each other's authority which leads to disputes within
themselves.
 Normalizing is the third level of people's dispute management and recognition of
subordinates' views and abilities. The last step is to accomplish team objectives
by diligent work effectively (Kitchin, 2017).
 The last stage is performing. The team is more politically conscious. Now the
team is fully aware of everything it does. The team has a shared dream and will
operate for itself without any intervention or involvement from the manager.

When identifying leadership functions of the different teams in the organisation,

Ryanair often adopt this pattern. The business provides best airline
services including financial and accounting divisions, administrative, transportation,
human resources and much more. The important collaboration position performed

15
by diverse personnel in an enterprise that has strengthened the efficiency of the
team lies behind efficient teamwork and cooperation between divisions.

16
M3 Analyse relevant team and group development theories to support the
development of cooperation within effective teams.

As for Ryanair, the company has to some great degree followed the theory of Tuckman.
When the company wanted to launch the latest strategy, the development process was
successfully done by the men. The total team from numerous divisions was well
organized in the organization, which strengthened the team's job. Throughout the first
step, the workers showed outstanding management ability and led to the company's
smooth efficiency. For the second, though, which is normative, the implementation of
new strategies culminated in a significant volume of confrontation (Pereira, et. al.,
2017).

Conflicts have taken a long time to settle, undermining the productivity of the whole
group. Taking the other two measures into consideration, it has shown that the
Ryanair divisions, particularly modern strategies, are well organized. Different people
have increasing habits that impact the team's function and team growth at all these
levels. Effective teams contribute to accessible contact, which promotes constructive
and optimistic conduct by workers in the company when an inefficient team allows
workers to be pessimistic about the effort to accomplish their goals.

17
P4 Apply concepts and philosophies of organisational behaviour within an
organisational context and given business situation.

According to the definition and the principles of organisational behaviour, these are

focused on the core aspects of the quality of the individual and the structure of the
organisation. The quality of humans relates to the intrinsic characteristics of persons
and entities participating in a specific or special entity. Individual characteristics, entire
individuals, inspired actions, and interpretation are factors influencing the essence of
humans. In terms of the first element, the human difference, the persons are treated
separately. Ryanair executives typically communicate directly with their staff on a
quarterly basis about their opinions. This is therefore blamed for being biased and
judgmental. The second aspect of organizational behaviour is the capacity to analyse
and finalize items. Motivation is another factor that has both a positive and negative
effect on the actions of individuals (Woodcock, 2017). However, certain low-quality
employees are not faced by the strategy of the organization which evokes negative
worker conduct in the employees of Ryanair more strongly influenced by the
HR strategies as well as reward strategies of the management. The mental
environments of workers that are no different from physical circumstances are the focus
of the whole worker.

Ryanair needs to adopt organisational behaviour theories to analyse the behaviour of

the employees. A theory that defines the personality or actions of a leader that better
matches the employee's and job environments in order to accomplish an aim is a Path-
Goal model (Ruch, et. al., 2018). The goal is to inspire, enable, and reward a worker to
become a successful member of the business.

18
Source: Taylor, 2018

The loyalty of workers relies on the leadership's success as facilitators and trainers,
which rewards their personnel for productive results. The original principle of the Path-
Goal describes four types of leading behaviour that are directed towards success,
course, engagement, and support.

 The Guideline of path Goal, which clarifies the leading actions, applies to cases
when the boss lets the workers know how to carry out their duties. The theory
suggests the most important effect is that this activity has the undefined yet
morally rewarding position yet the job conditions of the employees.
 The oriented leader behaviour can be detailed as success applies to
circumstances where the leader stipulates objectives for workers, assumes they
will be willing to fulfil certain standards at the maximum standard, and expresses
trust. Skilled employment, salespeople, scientists, developers, and businessmen
became the most significant causes for achievement (Hofstede, 2011).
 Participatory leadership activity includes administrators interviewing staff before
taking a judgment. This conduct prevails as workers engage in their jobs
extremely individually.

19
  The supportive behaviour of the leader is structured to respond to the needs and
desires of employees. The manager shows consideration for the emotional well-
being of the staff. For situations where activities or interactions are mentally or
physically distressing, this action is particularly important (Muchiri, et. al., 2017).

Path-Goal theory presupposes that leaders of Ryanair are adaptive and will adjust their
styles according to circumstances. The principle presents the leader behaviour-outcome
partnership for two risk factors, such as the climate and employee characteristics. The
atmosphere does not govern the organization, the network of authority, and the working
party of the followers. Environmental variables decide the form of leading actions
required for optimizing workplace outcomes. The manifestation of influence, knowledge,
and presumed capacity are the characteristics of a good leader. Employees'
characteristics decide by the interpretation and leadership of the environment.
Successful leaders explain the way their staff will accomplish their targets and making
the road simpler by growing barriers and traffic delays. Employee's performance and
satisfaction are positive when the leader of Ryanair offsets the employee's deficiencies
or the work environment (DiazGranados, et. al., 2017).

Ryanair executives typically communicate directly with their staff on a quarterly basis to
assess their opinions. This is, however, criticized because it was partial and judgmental.
The second dimension of organizational actions is the capacity to analyze and infer
stuff. Motivation is another aspect that has a positive and detrimental effect on the
actions of individuals. Nonetheless, certain low-level employees are not satisfied with
the policy of the Company, so Ryanair staff is more favourably influenced by both the
human resources strategies and the management's compensation policies.

20
M4 Evaluate how concepts and philosophies of OB inform and influence
behaviour within a given business situation.

Motivation is an integral aspect of teamwork and plays a significant function in Path-

Goal Theory. Overall, this is how leaders will keep their workers inspired to accomplish
their objectives. According to Path-Goal Theory, House and Mitchell suggest that
leaders will inspire their workers by praising them. They will explain the direction they
should follow to accomplish the goal by advising and holding their managers on the right
path. This only increases the pleasure of the work. According to the path-goal principle,
leaders of Ryanair can focus on various forms of behaviour. This will differ by
circumstance and person, given that the attention and resources are received. This
helps leaders to focus on the goals of the group but also to align them with the priorities
of the company. The theories of characteristics define many features that describe
people. Ryanair stressed that knowledge of each behaviour can only move towards
many elements by breaking patterns of behaviour (Coccia, 2014).

The Path-Goal Leadership Principle suggests that leaders are agile and willing to
change their leadership style. The environment, the work, and the characteristics of
employees are influencing this. The degree of expertise, the capacity for self-
employment, and encouragement of employees are also significant. A good or different
solution is the duty of the manager. While clarifying the path to the end target, members
of Ryanair are issued specific directions or ambiguous advice, allowing others to focus
on the employee. They will support workers in case of obstacles contributing to
stagnation.

21
D2 Critically analyse and evaluate the relevance of team development
theories, concepts, and philosophies that influence behaviour in the
workplace to improve business performance and productivity

The structure of the organisation, which often plays a major part, is the further
component of the definition and theory of organizational behaviour. Social structure,
principles, and common interest are the variables influencing the existence of the
organisation. Network framework is organisations' external interaction with consumers,
vendors, and others. It may be both casual and formal. The behaviour, which represents
the principles and convictions of organisations, was influenced by these social
structures. The action is influenced by classes and human drives. Ethics are companies'
basic values (Geppert and Dörrenbächer, 2014).

Ryanair follows social principles and ethics in its company practices including beliefs,
honesty, professionalism as well as customer inflexibility. Moreover, the code of ethics
performance bonuses has been newly applied to the business ethos for noteworthy
ethical behaviour. The shared benefit applies primarily to workers' and organizations
shared awareness. Interest in one's work is an important driver of behaviour. Regarding
Ryanair, the business encountered numerous difficulties in terms of shared
understanding between workers and organisations in a considerable amount. Therefore,
mutual interest can lead to both positive and negative conduct (Pettigrew, 2014).
Regarding the theory of Tuckman, this is analysed that principle concepts and
organisation's principles are thoroughly associated with the four formation,
standardization, and storm and success stages.

22
Conclusion

From the above, it has been concluded that all companies require management for
development and sustainability regardless of size and activity. Management combines
human and non-human input to generate useful production through efficient use of
input. Universal management, target-oriented helps to ensure, the organizational
process includes planning, organization, care coordination, and monitoring.
Management leads to the accomplishment of operational goals. Managers must have
the technological, psychological, philosophical, and medical know-how. The first level of
management requires technical skills because they are in immediate communication
with employees and accountable for everyday operations. The report discusses the
various theories and models of the organisational behaviour which influences individual
and its operation. It also develops various ways in which the leader and manager of
Ryanair can lead the employees. It focuses on the various team development theories
that support the development of employees and their cooperation.

23
References

 Al Saifi, S.A., 2015. Positioning organisational culture in knowledge management

research. Journal of Knowledge Management, 19(2), pp.164-189.
 Anitha, J. and Begum, F.N., 2016. Role of organisational culture and employee
commitment in employee retention. ASBM Journal of Management, 9(1), p.17.
 Chumg, H.F., Seaton, J., Cooke, L. and Ding, W.Y., 2016. Factors affecting
employees’ knowledge-sharing behaviour in the virtual organisation from the
perspectives of well-being and organisational behaviour. Computers in Human
Behavior, 64, pp.432-448.
 Coccia, M., 2014. Structure and organisational behaviour of public research
institutions under unstable growth of human resources. International Journal of
Services Technology and Management, 20(4-6), pp.251-266.
 DiazGranados, D., Shuffler, M.L., Wingate, J.A. and Salas, E., 2017. Team
Development Interventions. The Wiley Blackwell Handbook of the Psychology of
Team Working and Collaborative Processes, pp.555-586.
 Geppert, M. and Dörrenbächer, C., 2014. Politics and power within multinational
corporations: Mainstream studies, emerging critical approaches and suggestions
for future research. International Journal of Management Reviews, 16(2), pp.226-
244.
 Higgs, M. and Dulewicz, V., 2016. Developments in leadership thinking.
In Leading with Emotional Intelligence (pp. 75-103). Palgrave Macmillan, Cham.
 Hofstede, G., 2011. Dimensionalizing cultures: The Hofstede model in
context. Online readings in psychology and culture, 2(1), p.8.
 Jelphs, K. and Dickinson, H., 2016. Working in teams 2e. Policy Press.
 Kitchin, D., 2017. An introduction to organisational behaviour for managers and
engineers: A group and multicultural approach. Routledge.
 Lawter, L., Kopelman, R.E. and Prottas, D.J., 2015. McGregor’s theory X/Y and
job performance: A multilevel, multi-source analysis. Journal of Managerial
Issues, 27(1-4), p.84.

24
 Miner, J.B., 2015. Expectancy Theories: Victor Vroom, and Lyman Porter and
Edward Lawler. In Organizational Behavior 1 (pp. 110-129). Routledge.
 Miner, J.B., 2015. Organizational behavior 1: Essential theories of motivation and
leadership. Routledge.
 Muchiri, W.M., Kinyanjui, N.G.A.N.G.A. and Assumpta, K.A.G.I.R.I., 2017.
FACTORS INFLUENCING SUSTAINABILITY OF CORPORATE SOCIAL
RESPONSIBILITY PROJECTS IN KENYA: A CASE OF EABL
FOUNDATION. International Journal of Project Management, 1(12), pp.203-220.
 Pereira, V., Malik, A. and Froese, F.J., 2017. Mapping the impact of Asian
business systems on HRM and organisational behaviour: multi-level comparative
perspectives. Journal of Asia Business Studies, 11(3), pp.253-261.
 Pettigrew, A.M., 2014. The politics of organizational decision-making. Routledge.
 Ruch, W., Gander, F., Platt, T. and Hofmann, J., 2018. Team roles: Their
relationships to character strengths and job satisfaction. The Journal of Positive
Psychology, 13(2), pp.190-199.
 Senaratne, S. and Gunawardane, S., 2015. Application of team role theory to
construction design teams. Architectural Engineering and Design
Management, 11(1), pp.1-20.
 Taylor, S.P., 2018. Organisational behaviour, leadership and
change. International Journal of Housing and Human Settlement Planning, 4(1),
pp.21-36.
 Weng, R.H., Huang, C.Y., Chen, L.M. and Chang, L.Y., 2015. Exploring the
impact of transformational leadership on nurse innovation behaviour: A cross‐
sectional study. Journal of nursing management, 23(4), pp.427-439.
 Woodcock, M., 2017. Team development manual. Routledge.

25