Application of leadership style in government organizations: a survey in the Kingdom of Bahrain

Abstract

Purpose

The purpose of this paper is to analyze the excecution of various leadership styles, namely, transactional, transformational and laissez-faire that are being practiced among the government organizations in the Kingdom of Bahrain. The study compares and differentiates these three leadership styles with that of the major Islamic leadership concepts.

Design/methodology/approach

The study used a descriptive analytical method. A number of 100 government employees participated in the survey which has been selected as the sample of the study using the snowball sampling technique.

Findings

The study detects that the transactional leadership is the most highly applied leadership style in the government organizations of Bahrain. The finding is identified on the basis of the employees’ attributes based on their gender (male and female); current positions (employee and manager); work experience (less than a year, from one to five years, from 6 to 10 years); and age (less than 20 years, from 20 to 35 years, from 36 to 50 years, more than 50 years). Meanwhile, the second style mostly applied among the employees is the transformational leadership style. It is perceived that this style has been applied by employees with 10 years of work experience and are in the age group of more than 50 years. The least applied leadership style is the laissez-faire.

Originality/value

The study can be used by the Government of Bahrain to set up policies on how to improve efficiency within the government organizations in the Kingdom. This study also fills up the gap in the leadership styles literature, as no prior studies of this manner involving the government organizations of the Island have ever been conducted.

Citation

Hidayat, S.E., Rafiki, A. and Aldoseri, M.M. (2017), "Application of leadership style in government organizations: a survey in the Kingdom of Bahrain", International Journal of Islamic and Middle Eastern Finance and Management, Vol. 10 No. 4, pp. 581-594. https://doi.org/10.1108/IMEFM-06-2015-0075