Leadership Style and Leadership Flexibility: some transnational observations

Abstract

With the advent of industrial democratisation, worker participation, job re‐design, autonomous sub‐groups and workers' councils, it has become apparent to managers as well as researchers that the role of first‐level managers has changed from being goal‐directed, task‐oriented supervisors to being person‐oriented co‐ordinators and consultants. This change has created a call for a new style of leadership, a style of leadership in which supervisors rely less upon the authority of their positions and in which they provide more room for their subordinates to strive for a certain degree of self‐fulfillment.

Citation

Schou, A.J. and Storm, P.M. (1980), "Leadership Style and Leadership Flexibility: some transnational observations", Leadership & Organization Development Journal, Vol. 1 No. 2, pp. 26-28. https://doi.org/10.1108/eb053462