**6. Conclusion**

leader architect is a well-known architect, architectural qualifications of the leader architect

Cheung et al. [76] suggested the use of charismatic and participative leadership behaviors by design team leaders. Their results found that charismatic and participative leadership behaviors as the most critical leadership behaviors as far as satisfaction are concerned. Charismatic leadership behavior includes acting as a role model for the subordinates and enables them to feel proud to affiliate with team. Nevertheless, when the leader use coercive power, the team members affected negatively. Participative leadership behavior includes the use of appropriate delegation, value and reward constructive alternatives, to encourage, participation from design team members. It is significant for the success of the project that the design team leaders should make every endeavor to set a good example in team working to the other members and provide the design team members with more opportunities to participate throughout the design process [97]. Architecture is a profession that involves not only team working, but also individuality. Most of the architects do not like to share responsibility of design. In architectural design teams, participation means designing with the team and sharing responsibility of design with the team. Most of the time, employee architects are not satisfied with their job, when they do not participate in design. In architectural design teams, there may be different results, when there is an effective leader on the positive side, or when there is a leader on the negative side. Most of the time leaders of architectural design teams are not aware of the serious results of their behaviors, even their leadership role in the teams. Most of the time unaware of their negative behaviors, they affect negatively the performance of their teams. Since, most of the team members are young architects; the results of their negative behaviors can become

Negative leadership behaviors can cause demotivation; especially since the fragmented nature of design, tasks require a competent team leader to manage various tasks among design team members. Oyedele [97] citing Cheung et al. [76] highlighted that if design team members are not satisfied with their team leader, the morale of a design team can adversely affected. Being ruthless, asocial (self-centered), irritable (malevolent), loner (self-centered), egocentric, non-explicit (face-saver), non-cooperative (malevolent) and dictatorial (autocratic) contribute to inept leadership behavior that causes demotivation to employees. Inadequate leadership support, lack of open interaction between superior and subordinates, display of no interest in subordinates' work and non-recognition of effort, lack of synergy between organizational goals and leadership behaviors and changing project priorities by supervisors are other relevant criteria. According to the findings of Toor and Ogunlana [28], both negative personal attributes and organizational impediments or neutralizers can be detrimental to the effectiveness of leadership in construction projects. Wrongful use of power, poor ability to communicate, lack of experience and lack of ability to control complex circumstances are among negative personal attributes. Organizational impediments or neutralizers are such as lack of resources, lack of planning and control, lack of strategic management and lack of top management support. Therefore, it is important to not only develop the positive personal attributes of leadership in project managers, but also pay attention to reducing the factors that negatively

help the leader architect have the expert power.

82 Dark Sides of Organizational Behavior and Leadership

serious than predicted.

affect their performance and effectiveness [28].

Although leadership has always been a popular topic in every field, a growing interest and a broad range of discussions continued on the subject in recent years. The focus of the studies was its positive effects on the performance of the teams. Effective team management becomes important in architectural design teams, since the design process is complex and involves creativity. Architecture, as a profession involve creativity, although depending on the national and organizational culture of the team, behaviors of leader architects may change, but when the behaviors of their leader affect negatively, it is inevitable that their performance and success of the project is affected negatively. The importance of leadership, styles or behaviors of leaders, the relationship of motivation, trust, power or culture are all attract attention. Effective leadership needed to enable effective team management. Leadership style of the architectural design team leader can affect the performance of the team and productivity negatively. If architects do not aware of their negative behaviors, sometimes they do not aware of the negative results of their behaviors, especially the negative effects on the performance of the team.
