Leadership effectiveness and relationship with leadership behaviour

Leadership effectiveness is related to leadership behaviour in two types of situations, cooperative and counteractive. In cooperative situations, participants form an interactive group to solve a problem and usually develop shared goals. The leader decides whether to form a cooperative group, defines participants' level of involvement in decision-making (which can be authoritative, collegial, or consensus), and uses various problem-solving strategies. In a counteractive or conflict situation, distinct parties have different goals and tend to form coalitions, while party leaders seek bargaining power to have their subgroup goals met. In such a "political" situation leaders use political leadership behaviour. Effective leaders, then, use the leadership behaviour congruent with the situation: consensus behaviour in cooperative situations and political behaviour in counteractive situations. However, leaders can also try to alter the situation, for instance by trying to make a political situation into a cooperative one.

Relationship between leadership styles of the supervisor within a team
There is positive relationship between cohesiveness and horizontal cooperative behaviour, but no relationship between cohesiveness and vertical cooperative behaviour. For vertical cooperative behaviour as expected an interaction effect was found: the relationship between cohesiveness and vertical cooperative behaviour is positive if employees perceive their supervisor as transformational and is negative if employees perceive their supervisor as not transformational.
Type of Cooperative Behaviour: Cooperative behaviour of employees towards their supervisor (vertical cooperative behaviour) and towards other team members (horizontal cooperative behaviour). According to the self-categorisation theory, which elaborates on the social identity theory, hypotheses for the relationship between consensus in perception within teams, cohesiveness within the teams and vertical and horizontal cooperative behaviour of employees were formulated.