The Influence of the Perceived Styles of Leadership on a Group of Workers on their Attitudes to Work

Abstract

Suggests that, owing to changes in the business environment, leadership rather than management is needed. Proposes, also, that a co‐operative relationship between the management and the workforce should be encouraged. Posits that there is a relationship between perceived and preferred styles of leadership which affects job tenure. Presents the results of a questionnaire on the preferred and perceived styles of leadership which was carried out at a Western Australian State headquarters of a Federal statutory body. Concludes that the democratic style of leadership leads to a more positive organizational commitment from the individual and also higher job satisfaction. Suggests, therefore, that managers should made as much as they possibly can.

Citation

Savery, L.K. (1994), "The Influence of the Perceived Styles of Leadership on a Group of Workers on their Attitudes to Work", Leadership & Organization Development Journal, Vol. 15 No. 4, pp. 12-18. https://doi.org/10.1108/01437739410059863