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The study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the moderating role of leaders' emotional intelligence between leadership styles and OCB.

Questionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statistical Package for the Social Sciences (SPSS).

The results show that democratic and transformational leadership styles both positively predicted the OCB of SME employees, although transformational leadership has a more significant influence. On the contrary, autocratic leadership style was found to have an insignificant relationship with OCB of SME employees when the interactive effect of the various leadership styles and emotional intelligence were introduced into the model. The results also show that whereas leaders' emotional intelligence positively moderate the relationship between autocratic leadership style and OCB, the relationships between democratic leadership style and OCB and between transformational leadership style and OCB are not significantly moderated by leaders' emotional intelligence.

An examination of other prominent leadership styles (for example, the transactional leadership style and the laissez faire leadership style) could be key areas for future research as it is a potential limitation of this study. Similarly, the use of a Western leadership instrument could also be a potential limitation in the Ghanaian context, although these instruments and scales may be applicable. Future studies could also consider a longitudinal approach to give a more holistic picture of the effect of the leadership styles on OCB.

In general, the findings of the study support the idea that the autocratic leadership style affects SME employees' OCB both directly and indirectly through leaders' emotional intelligence. This study recommends that leaders of SMEs should focus on leadership styles that combine both result-oriented and people-centric behaviors to encourage SMEs' employees to engage in OCB.

This study provides firsthand information on the impact of autocratic leadership style, democratic leadership style and transformational leadership style on an employee's OCB from the Ghanaian SME perspective.

The purpose of this paper is to investigate the relationship of leadership styles (paternalistic, authentic and democratic) with relationship-based employee governance and open service innovation.

Data were collected using a structured questionnaire from 422 medical professionals working in the Malaysian healthcare sector.

Results of several statistical analyses showed that the three leadership styles positively influence relationship-based employee governance and open service innovation. Results also confirmed the mediating role of relationship-based employee governance in the relationships between the three leadership styles and open service innovation.

This research used a cross-sectional study design; use of a longitudinal research design in future research can provide a better interpretation of the underlying causality. A policy insight can be drawn from this research to generate awareness about effective leadership styles and the role of relationship-based employee governance in the successful implementation of open service innovation in the Malaysian healthcare sector.

This paper contributes to leadership, open innovation, and organizational governance literature by highlighting how leadership styles affect relationship-based employee governance and open innovation. It also offers policy insights to practitioners in the Malaysian healthcare sector on how to enhance open service innovation outcomes.

The purpose of this study is to investigate the moderating effect of contingent reward on the relationship between democratic leadership and organizational performance.

Explanatory and cross-sectional survey designs were used. A quantitative research approach was also adopted to collect the data from 476 employees in the telecommunication industry. Using statistics package for social science, the data was analyzed via descriptive statistics, correlation and hierarchical regression techniques.

The results reveal that both democratic leadership and contingent reward have a significant positive relationship with organizational performance. Furthermore, contingent reward significantly augments and moderates the relationship between democratic leadership and organizational performance. Thus, the combination of democratic leadership and contingent reward would more likely produce higher organizational performance.

This study has made a significant contribution to leadership and organizational literature by establishing the effectiveness of contingent reward as a moderator on the relationship between democratic leadership and organizational performance in a telecommunication industry.

The purpose of this paper is twofold: to identify how horizontal leaders (within project teams) execute their leadership task in the context of balanced leadership; and to pinpoint scenarios that can occur when horizontal leaders are identified and empowered by the vertical leader (senior or project managers) and a project task is handed over to them to lead. This research is based on the concept of balanced leadership, which conceptualizes leadership as a dynamic, situation-dependent transition of leadership authority from a vertical leader (like a project manager) to a horizontal leader (a project team member) and back again, in order to contribute positively to a project’s success. Balanced leadership consists of five events (nomination, identification, empowerment, horizontal leadership and its governance, and transition). This paper focuses on the fourth event, and its specific aspect of leadership distribution between horizontal and vertical leader. This event begins when a team member(s) accepts the empowerment to assume the role of horizontal leader. This paper explicitly links the leadership style of the vertical leader based on Frame’s (1987) leadership styles and the nature of decisions taken by both the vertical and horizontal leaders to deliver the project.

The method used for this paper is the qualitative phase of a sequential mixed methods (qualitative-quantitative) study. Data were collected through case studies in four different countries, using a maximum variety sampling approach. Data collection was through interviews of vertical leaders (senior leaders who were often sponsors of projects or members of senior management or project managers) and horizontal leaders (team leaders or members) in a variety of industry sectors. Data analysis was done through initial coding and constant comparison to arrive at themes. Thematic analysis was used to gain knowledge about the split of leadership and decision-making authority between the horizontal and vertical leader(s).

The results show that for Canadian and Australian projects, a combination of autocratic and democratic leadership styles were used by vertical leaders. In the case of Scandinavian projects, a democratic leadership style has been observed. Linked to these leadership styles, the horizontal decision making is predominantly focused on technical decisions and to daily task decisions to deliver the project. Delegation occurs most of the time to one specific team member, but occasionally to several team members simultaneously, for them to work collaboratively on a given issue.

The paper supports a deeper investigation into a leadership theory, by validating one particular event of the balanced leadership theory, which is based on Archer’s (1995) realist social theory. The findings from this paper will guide organizations to facilitate an effective approach to balancing the leadership roles between vertical and horizontal leaders in their projects. The findings can also be used to develop horizontal leaders to take up more responsibilities in projects.

The originality lies in the new leadership theory called balanced leadership, and its empirical validation. It is the first study on the leadership task distribution between vertical and horizontal leadership in projects. Its value is new insights, which allow practitioners to develop practices to find and empower the best possible leader at any given time in the project and academics to develop a more dynamic and, therefore, more realistic theory on leadership as it unfolds in projects.

What is leadership, how do Romanians relate to their organization's leaders, which are the most common leadership behaviors and which leadership style is best for Romania? This paper attempts to address these issues.

Data were collected on actual Romanian leadership and preferences in leadership's styles. The questions were grouped according to the two major continuums: autocratic style versus democracy style and task orientation versus relationship orientation.

Regarding the autocratic style‐democratic style dimension, Romanian leadership leans towards the autocratic style and research results show that leaders in Romania are 55 percent authoritarian and 45 percent democratic. Romanian leaders are inclined towards less involvement of subordinates and frequently retain the final decision. They make use of coercion. The autocratic dimension is slightly higher in state‐owned enterprises, due to the strong centralization and to the remains of communism. The research also indicates that men are more task‐orientated (71.8 percent) than women (64 percent). Since, Romanian organizational leaders are task oriented (67 percent) and authoritarian (55 percent), the conclusion drawn is that Romanian leaders fit in the “Military Man” pattern. This conclusion was expected because Romanians exhibited a strong dictatorial leadership during communism. However, Romanian leaders of the future will move from the Military Man type to the Academician type, which is still goal‐centered, but has a more democratic leadership approach. Results also showed that Romanians would like to have leaders more democratic‐oriented (95 percent) than authoritarian (5 percent). This is an important shift.

This paper develops a better understanding of Romanian leadership, a subject that has been largely ignored. The paper offers important knowledge and ideas on that which is considered to be organizational leadership in Romania, explaining its roots as well as its behavioral fruits and the contextual environment in which it takes place. Researchers who study organizations may also find the paper a rich source for future inquiry and a confirmation or challenge to their own opinions on leadership in Romania.

Leadership encapsulates a process of influencing others to understand what needs to be done and how it can be done. The related area of mindset behaviour which moderates leadership styles adopted in various industries has hitherto received scant academic attention in a construction context. This paper thus explores the linkages between project manager's mindset behaviour and project leadership style in the construction industry.

Literature reviewed provides the basis for a questionnaire data collection instrument developed to gather primary data from construction professionals in the Ghanaian construction industry (GCI). A quantitative research strategy was then adopted using the Relative Importance Index (RII) to determine the level of significance of the leadership and mindset archetypes. A Pearson's correlation test was run to ascertain whether the mindset behaviour of project managers has a significant impact upon the type of leadership style.

The study's results indicate that democratic, transformational and situational leadership styles were prevalent leadership styles in the GCI. The analysis also revealed that project managers favoured the “growth mindset”. Furthermore this style had a moderate positive relationship with democratic and transformational leadership styles. Conversely, a fixed mindset had a low positive relationship with autocratic and situational leadership styles but a low negative relationship with transformational leadership style.

This research provides sufficient data for project managers to identify the type of mindset to nurture (the growth mindset is recommended) and the effective leadership style to be employed. This study engenders wider discussion on mindset behaviour and project leadership style in developing countries. Moreover, the findings present policymakers and practitioners with the leadership styles to promote and develop (democratic, transformational and situational) and mindset behaviour (growth mindset) to ensure project success in Ghana and other developing countries.

This research represents the first comprehensive study appraising the linkages between project managers’ mindset behaviour and project leadership style in the construction industry. Empirical data presented bridge the identified knowledge gap that exists on the lack of theoretical understanding of the influence that project managers' mindset has on leadership styles in the GCI.

The purpose of this paper is to investigate the leadership styles that academic and research librarians apply as well as their effectiveness in meeting their institutions’ strategic objectives. The study also compared and contrasted the leadership styles and their corresponding impact in the effective delivery of academic and research library services in Kenya and South Africa.

The study applied a survey research technique to garner the opinions of the librarians about the leadership styles of their leaders. Primary data were collected through key informant interviews with academic and research librarians. Additional data were collected through documentary analysis. The data were analysed and processed through content analysis.

The findings indicate that most academic and research library leaders in South Africa and Kenya embrace a democratic leadership style. The results also show that most academic and research librarians hold the view that the leadership styles of their managers have a great impact on their individual performance and overall organisational effectiveness.

The results of the study can be used to recommend or adopt leadership styles which have a higher potential of making a greater impact in Kenyan and South African academic and research libraries. The results can also be used as the basis for relevant curricula and policy development.

The role of university librarians as leaders and the determinants of the effectiveness of academic and research library leaders, including leadership styles, have received minimal attention from scholars, particularly those in Africa. This study addresses the gap as it investigated the impact of the leadership styles of academic and research librarians on the effectiveness of their institutions, compared the academic and research library leadership scenarios in South Africa with Kenya, and makes recommendations on how to enhance leadership effectiveness.

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.

The purpose of this paper is to explore academic library leadership behaviors and the methods for integrating the democratic and transformational leadership styles.

Eleven structured interviews were conducted with academic deans and directors. A thematic content analysis was conducted on their responses, analyzing the frequency of certain topics and identifying emergent themes. These themes were then used to construct a democratic communication model.

The interview responses were grouped into five general leadership themes: participation in decision-making, relationship building, frequent and honest communication, equality and knowing the environment.

The structured interview format did not permit for unplanned follow-up questions, and some topics may not have come up in every interview unless specifically asked by an interview question. Due to the qualitative nature of this study, the perspectives of the participants may not be generalizable to the larger population.

This study identifies core themes of leadership practice that extend beyond the focus of transformational leadership alone. It suggests a democratic communication model to assist in integrating democratic leadership methods with transformational practices and goals.

This study suggests a greater emphasis on the communication and engagement practices of democratic leadership. In doing so, it suggests that the American Library Association's emphasis on transformational leadership alone should be reconsidered and that library science schools should increase focus on democratic leadership practices.

Most library leadership style studies emphasize transformational leadership. While there are some studies that explore elements of democratic leadership such as engagement and a flattening of organizational hierarchy, there is limited research on the integration of democratic and transformational leadership practices.

The purpose of this study is to examine leadership qualities and style as panacea for job productivity and effective service delivery among library staff members in academic libraries in Nigeria. This study will help to ascertain the leadership style that is mostly adopted by university library management staff members in university libraries in South South, Nigeria, ascertain the type of leadership style that can be adopted by library management to attain productivity and effective service delivery among staff members in university libraries in South South, Nigeria and identify the leadership qualities that allows for productivity and effectiveness of staff members in university libraries in South South, Nigeria among others.

A descriptive survey research design was adopted for this study. The target population for this study comprises 672 library staff members from 23 university libraries across the South South region of Nigeria. Total enumeration sampling technique was used to sample the entire population. The instrument used for data collection was a structured questionnaire. A total of 672 copies of the questionnaire were administered and total of 623 were duly completed and found useable, therefore there was 93% response rate. The data collected for this study was analyzed using simple percentage/frequency counts and weighed mean.

Finding from the study revealed that the leadership style mostly adopted and practiced by the staff members at the management level in academic libraries in South South, Nigeria is the autocratic type of leadership. Also, Almost all library staff members in academic libraries in South South, Nigeria upholds the view that democratic type of leadership, if practiced by staff members at the management level in academic libraries will allow for maximum job productivity and effectiveness among library staff members, that commitment and passion for their job, excellent communication skills, good decision-making skill, delegation of authority/subordinate empowerment among others are qualities a good leader.

This submission is a work by the researcher and to the best of the researcher's knowledge contains no materials previously published or written by another person.