The global software development team is suffering from inappropriate leadership that is making the team feel demotivated. The team lacks effective cooperation and coordination. The group has one source of authority and power. Communication only flows from the top downwards. Jason has applied autocratic leadership in leading the software development team. Many autocratic managers deploy penalties and rewards to motivate team members to perform better (DiazGranados et al., 2017) . This style of leadership has made wide gaps between Jason and members of the teams. As the software development project nears the end, less has been achieved. Autocratic leadership theory and management style create a crisis when time constraints are demanding rapid action. Jackson's style of leadership has made the team leaders dislike and fear the leadership of the team. Instead of addressing their team leader's issues, team members prefer reporting complaints to the chief executive officer. This style of leadership has created poor working relationships within the team. There are some instances in which the autocratic leadership style is essential in this case that requires a high level of coordination and consultation; an autocratic style is not favorable.
During the analysis, my team will engage the software development team's members and Jason, the team leader. Engaging the two will provide the team with critical information on what is happening in the team, reducing its efficiency. The team will seek to understand why Jason's output has changed after switching from a competitor organization where he had a positive previous performance record. The team will seek Jason's views whether the team members are adhering to his directions as a team leader. On the other hand, employees will give feedback on how they feel the group is led and their recommendations on how the group can be made better. As the software development team and the team members, both Jason will be involved in generating the proposed recommendations. The data will be collected from the team members using face to face discussions and confidential notes without any names (Woodcock, 2017) . This will make team members free to air their views on team leadership and possible solutions. Information collected from the two sides will not be disclosed to either side but will strictly be used for the purposes of developing the solutions and recommendations. During the recommendations' submission, there will be no individual team names to prevent any repercussion consequences that could lead to discrimination of any person involved in this project.
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During the assessment and recommendations, the team will explore organizational values such as integrity, boldness, honesty, fairness, accountability, and trustworthiness. Values in the organization ensure that all the organization's efforts are geared to wars achieving a common adjective. Organizational values will be considered for their significant role in achieving organizational success. The organization needs to have a well-defined communication culture. Cultures in the organization are shaped by the way people communicate and interact and how decisions are made. Leadership plays an essential role in enhancing organizational culture. Leaders can determine the success or failure of the corporate culture. The assessment will consider the communication culture in the team.
Grouping the team into smaller teams will have a positive impact on the overall team performance. Smaller teams are easier to coordinate and detect in case of any difference in ideologies (Shuffler et al., 2018) . As the number of people in a team reduces, making decisions and reaching a conclusion is more simple than convincing and reaching a consensus with a large group of people. Smaller teams are more accountable compared to large teams. They also demonstrate increased flexibility and autonomy in idea based changes and scheduling. Smaller teams tend to perform better than large teams.
The assessment team made the following communication recommendations. The team will recommend that there is a need to improve communication in the team. Communication is one of the aspects that have been heavily affected by the group. Team leaders and managers rarely communicate. There is a need to adopt an open-door policy to build trust in the software development team (Peralta et al., 2018) . Improved communication will ensure that team members' tasks are well defined, and each team member knows their responsibilities. The team should adopt a communication protocol that facilitates both the downward and upward flow of information. The team leader needs to take into account the ideas and views of employees during software development. Team members need to be encouraged to give feedback after receiving top communication.
The sharing of information in teams has a significant impact on overall team performance. Many team members complained about a lack of access to critical information. The team leader only reserved the information. Our assessment recommends that information sharing be adopted as team culture. The team members should share essential information through the use of technologies and face to face meetings.
The team should utilize modern techniques and technology in enhancing communication in the team. The internet is one technology that the team can use to increase communication efficiency. In the contemporary world, access to technology devices such as smartphones, tablets, and computers has increased access to the internet, with many people using social media channels. The use of social media is also another technology that can be deployed by the team to increase communication. Social media is a cheap and very efficient method of passing information. Social media ensures that information is shared within minutes across vast areas.
The central leadership challenge in the case study is autocratic leadership. The team leader gives instructions to be followed by team members. The feedback from the team members is not valued. The team members need to feel involved in making decisions in the team (Reyes et al., 2018) . The other leadership challenge is the inability to keep the team members motivated. Motivation is a key component in achieving defined organizational goals and objectives. The leadership style applied in the case study does not coach and mentor the team members.
I would recommend that Jason changes the style of leadership. His autocratic leadership style seems not to be working in this case. As a good team manager, Jason should demonstrate flexibility and change the style of leadership. There is a need to apply transformative leadership in this case. This approach mainly focuses on the relationship between the team leader and the team members. In this leadership style, the team members will feel motivated by contributing to the overall team decision making. Leaders in this leadership style encourage their followers to become better during the execution of assigned tasks.
Organizational communication and culture are critical components that need to be emphasized in the global development team. Team leaders have an essential role to play in ensuring that the culture in an organization is preserved. Using digital tools in communication will be crucial for the global software development team (Largent, 2016) . It will enable them to increase coordination and cooperation while working from remote areas. Organizational and team diversity is critical in the software development team. Diversity helps to draw the best talent, innovation, creativity, and innovation in organizations. The team should be diversified to incorporate members from religious, ethnic, and gender. Diversity and inclusion will enhance and encourage the achievement of organizational goals and objectives.
Reference
DiazGranados, D., Shuffler, M. L., Wingate, J. A., & Salas, E. (2017). Team development interventions. The Wiley Blackwell handbook of the psychology of team working and collaborative processes , 555-586.
Woodcock, M. (2017). Team development manual . Routledge.
Shuffler, M. L., Diazgranados, D., Maynard, M. T., & Salas, E. (2018). Developing, sustaining, and maximizing team effectiveness: An integrative, dynamic perspective of team development interventions. Academy of Management Annals , 12 (2), 688-724.
Peralta, C. F., Lourenço, P. R., Lopes, P. N., Baptista, C., & Pais, L. (2018). Team development: Definition, measurement and relationships with team effectiveness. Human Performance , 31 (2), 97-124.
Reyes, D. L., Tannenbaum, S. I., & Salas, E. (2018). Team development: the power of debriefing. People & Strategy , 41 (2), 46-52.
Largent, D. L. (2016). Measuring and understanding team development by capturing self-assessed enthusiasm and skill levels. ACM Transactions on Computing Education (TOCE) , 16 (2), 1-27.
