DaveDave is in a different category of team building because its demands arise from a specific need or goal. The selection of team members does not follow the same structure as that of Kyle and Steve whereas Dave must form a team dynamic based on who is provided to the team, not necessarily based on expertise but who is available at that time. With this shift from a normal talent pool to a modified experience pool, precise responsiveness to encourage team member identification is leadership (Huettermann et al., 2012). Knowing that the experience pool of potential team members depends on staff availability requires the leader to too quickly combine the level of self-concept, capabilities and aptitude of followers to achieve project goals, reinforcing thus identifying the team and stimulating team spirit. efforts (Huettermann et al., 2012). This type of team building leadership requires a solid understanding of personalities and personality types. This is one of Dave's strengths and the concept behind his position. Strong interaction with different personalities requires a competent leader to communicate in a way that does not hinder the process as opposing personalities begin to form and become normalized in the group dynamic (Bell & Smith, 2010). As a transformational leader, Dave connects moral and authoritarian leadership behaviors in calculating currently assigned team members regarding in-role and out-of-role efforts (Schuh et al., 2013). Now, Dave draws on theories of the charismatic leader, attribution, social learning, and social exchange for the positive and negative effects of behaviors to elicit strong attention and sensemaking efforts within the team (Hu...... middle of paper... ...Turbo Intrinsic Motivation. Journal for Quality and Participation, 33(3), 4-8. Schuh, S., Zhang, X. and Tian, ​​P. (2013). Effects of transformational leadership with moral and authoritarian leadership behaviors, 116(3), 629-640. 1486-0Sorensen, PF and Minahan, M. (2011). The evolution and current application of management theory Y, Journal of Management History, 17(2), 178-192.Sosik, J., Chun, J. and Zhu, W. (2014). Moderating role of leader narcissism on the relationships between leader charisma and follower psychological empowerment and moral identity, 120(1), 65-80 doi :10.1007/s10551-013-1651-0 Turaga, R. (2013). Building trust in teams: the role of a leader. IUP Soft Skills Journal, 7(2),13-31.