Leadership style is a variable that has received significant attention in the management literature. This study suggests that effective leadership style may not be dependent on whether an organization is for‐profit or not‐for‐profit. The findings of this study indicate that even in a not‐for‐profit context, effective leadership is defined not only by task and people orientations but also the interaction between them. Therefore, in developing the psychological profile of effective not‐for‐profit leaders, as is the case in the for‐profit sector, management researchers should explore both their task and people orientations.
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