Unmitigated Agency and Communion in the Leader-team Member Relationship

This article explores unmitigated agency and communion, extreme forms of the core personality dimensions, and their manifestations in organisational roles, particularly between leaders and team members. The aim of the study was to identify differences in unmitigated agency and communion between leaders and team members. The study integrates a comprehensive literature review with an empirical study. The methodology includes a quantitative analysis using scales to measure unmitigated agency and communion among members of public and private organisations. The study sample includes ۸۱۰ individuals. The results of the study showed no significant differences in unmitigated agency between leaders and team members in different sectors. There are differences between leaders and team members in unmitigated communion and between public and private organisations. Understanding the presence of unmitigated communion can help organisations to design better management practices that balance these characteristics to enhance team and leadership effectiveness. The findings argued for awareness and management of these extreme traits to support healthier and more productive organisational environments. This study contributes to the knowledge of extreme personality dimensions in organisational environments, highlighting that extreme unmitigated communion is present and manifests in leadership roles and organisational sectors. The research presented offers insights into the behavioural implications of these traits, providing a basis for further investigations and practical applications in the development and management of organisations.

Keywords:

Empowerment , Unmitigated agency , Unmitigated communion , Leadership