DaveDave is in a different category of team development as his requirements are formed from a specific need or goal. Selecting team members doesn't follow the same structure as Kyle and Steve, while Dave has to form team dynamics based on who is provided to the team, not necessarily based on skills but who is available at the time. With this deviation from a normal talent pool to a modified experience pool, the precise response capability to encourage team member identification is leadership (Huettermann et al., 2012). Knowing the pool of experience of potential team members depends on the availability of the staff requires the leader to be too quick and the task combines the level of self-confidence, ability and attitude of the followers to achieve the project objectives by strengthening the team's identification and stimulating team-oriented efforts (Huettermann et al., 2012). This type of team building leadership requires a strong understanding of personalities and personality types. This is one of Dave's strengths and is the concept behind his position. Strong interaction with diverse personalities requires a skilled leader to communicate in ways that do not impede the process as opposing personalities begin to form and become normalized in group dynamics (Bell & Smith, 2010). As a transformational leader, Dave relates calculative moral and authoritative leadership behaviors of currently assigned team members to in-role and extra-role efforts (Schuh et al., 2013). Henceforth, Dave relies on the theories of charismatic leader, attribution, social learning, and social exchange for the positive and negative effects of behaviors to arouse strong attention and sense-making efforts in the team (Hu ... middle of paper... ...Turbulent intrinsic motivation. Journal For Quality & Participation, 33(3), 4-8. Schuh, S., Zhang, X., & Tian, ​​​​P. Effects of transformational leadership with moral and authoritarian leadership behaviors. Journal of Business Ethics, 116(3), 629-640 doi:10.1007/s10551-012-1486-0Sorensen, P. F., & Minahan, M. (2011). evolution and current application of Theory Y management. Journal of Management History, 17(2), 178-192. Sosik, J., Chun, J., & Zhu, W. (2014). in the relationships between leader charisma and follower psychological empowerment and moral identity. Journal Of Business Ethics, 120(1), 65-80 doi:10.1007/s10551-013-1651-0Turaga, R. (2013). Building trust in teams: the role of a leader. IUP Journal of Soft Skills, 7(2),13-31.