Towards Optimal Cooperation and Job Performance: The Impact of Leadership on Role Ambiguity and Role Conflict

Abstract

The paper explores the ways to achieve superior job performance and cooperation among employees. The conceptual study suggests that leadership styles have influence on role conflict and role ambiguity, which in turn impact job performance and cooperation. The research paper builds on the theory of leadership and contributes to the leadership-performance body of work. The importance of role stressors which include role ambiguity and role stressors is considered to be critical since understanding these role stressors enables policymakers and leaders to take necessary measures which can be used to increase the job performance and cooperation among employees. The current research proposes the conceptual framework which can be used to analyse the influence of different types of leaders in response to role stressors, such as role conflict and role ambiguity which are directly related to job performance and cooperation.

Social robots as leaders: leadership styles in human-robot teams

“…Several investigations have shown that lower levels of role ambiguity are associated with transformational leadership behaviors [20]. On the opposite way, transactional leadership characteristics are more associated with focus on efficiency, less flexibility and the use of punishments to encourage compliance of the rules.…”