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In explaining ethno-territorial conflicts, leadership preferences have an odd status. In case studies, leadership preferences are often viewed as highly significant causes but are not usually defined and measured explicitly. In large-sample statistical studies, leadership preferences are only captured by weakly related proxy variables. This paper aims to fill this gap by developing suitable theory, which can be used consistently in both case study and statistical applications.

Formal bargaining models are used to examine the expected impact of variation in leadership preferences. Relevant leadership characteristics are then used to construct measures of variation in leadership preferences, which are applied in case studies.

In bargaining models, variation in leadership preferences is expected to have a significant impact on ethno-territorial conflict outcomes. More extreme nationalist leaders and, more conditionally, strongly power-seeking leaders, should be more likely to be willing to use force to modify the status quo – although more moderate nationalist leaderships are also willing to do so under certain conditions. In five case studies, these formally derived hypotheses receive initial empirical support.

Theoretically and empirically, further refinement of research on variation in leadership preferences promises to add significant value. Formally, it is worth investigating the expected impact of additional preference types. Empirically, it is important to invest in measures of leadership preferences across large samples.

This study aims to examine preferences for both transformational and transactional leadership behavior for gender‐ and age‐based cohort differences. The purpose of this research is to enhance leadership and organizational change initiatives in Romania via the identification of age cohort and gender effects with respect to attitudes towards common leadership behaviors.

The research is conducted via a survey through the administration of questionnaires. The sample consists of 324 managers from commercial and service organizations in Romania, a country in which this issue has not previously been investigated.

The findings reveal that there are differences in preferences for leadership behavior based on age cohorts that reached maturity before or after the fall of Ceauşescu during the 1989 revolution. Also, female participants displayed a greater preference for transformational leadership behaviors relative to transactional leadership behaviors.

This is the first study to examine the effects of leadership preference based on age cohorts in Romania. The study also is one of the first to empirically examine the effects of age cohorts on leadership after the fall of communism in Eastern Europe. As such, these findings offer guidance in the development and implementation of leadership development initiatives and change management interventions for organizations operating in Romania, and present one example of cohort‐based and leadership‐specific attitude change in a country that is transitioning from communism to a free market system.

The purpose of this paper is to investigate what kind of leadership young innovative people prefer and whether their level of innovativeness has an influence on those leadership preferences. It also asks specifically whether some leadership behaviours are preferred over others by young innovators, by comparing that group’s preferences to those of the majority of young people and an outlier group labelled laggards. Leadership preferences are studied in the context of transformational leadership covering transformational leadership, transactional leadership (including passive and active management by exception), rewarding, laissez-faire and authoritative leadership styles.

In total, 297 Finnish university students completed a voluntary leadership behaviour questionnaire and an innovativeness scale. A non-parametric independent samples median test was run to determine if there were differences in the leadership preference score between the innovativeness level groups.

Results indicate that the level of innovativeness influences leadership preferences. Receiving intellectual stimulation from their leader is more important to young innovators than it is to their peers but the former are also less comfortable with active management by exception.

Young innovators leadership preferences have not been studied. Harnessing the full power of this important talent pool is central to the future competitiveness of organizations and nations. This study intends to prompt discussion and studies on how to lead young innovators given their preferences.

The purpose of this paper is to examine the relationship between culture and leadership style preference among Sabahans, namely Malay-Brunei, Bajau and Kadazan-Dusun.

The sample of this research was selected based on purposive convenient sampling whereby all respondents are located in Kota Kinabalu. A questionnaire was administered for data collection with a sample of 219 employees from both the public and the private sectors. The data were analyzed using linear regression.

The evidence was found on the relationship between culture and leadership style preference among Sabahans, namely Malay-Brunei, Bajau and Kadazan-Dusun.

Understanding on what is preferred by employees and what is practiced by the leaders will lead to better and improved performance among the employees. Better understanding on the influence of culture will help a leader to be more effective and successful in their role. Therefore, it provide implication that leader should understand the culture in order for them to be accepted by the followers.

This paper fulfils an identified need to study what leadership style preferred by the employees among Sabah ethnicity.

Effective leadership in public schools includes, but is not limited to being able to communicate goals, set expectations, monitor instructional progress, coordinate the curriculum, and supervise and evaluate faculty (Snowden & Gorton, 2002). All of these leadership skills are driven by a need for leaders to build collaborative rapport and create a positive learning environment for both teachers and students. This study looked at the relationship between personality type as measured by the Keirsey Temperament Sorter (Keirsey & Bates, 1984) and leaders’ preferred leadership approaches as measured by the Instructional Leadership Beliefs Inventory (Glickman, 2002). Although this study found no significant correlations, the data provides insight to help determine how and to what extent personality type is related to a preferred leadership approach.

A workforce comprising individuals from diverse cultural backgrounds necessitates attention to subordinate leadership preferences. Exploratory studies conducted within an Australian Government department examined the mix of leadership behaviours that different cultural workgroups preferred their supervisors to display. Transactional and transformational leadership approaches were explored and workgroups were classified either as Australian or Non‐Australian background (NAB). Case study methodology employing semi‐structured interviews, written surveys, organisational document review and on‐site observations was used. Findings indicate that Australian supervisors and their subordinates were not aware of the types of, or the subordinates’ preferences for leadership behaviours displayed by the supervisors. While both cultural workgroups preferred transformational leadership behaviours, they differed in the mix and intensity of transactional and transformational leadership behaviours they would prefer their supervisors to display. The findings have significance for supervisory leadership practices and leadership training for organisations and leaders who wish to develop their culturally diverse workgroup leadership skills.

The purpose of this paper is to investigate the styles that are desirable in a leader in the perspective of youth in Asia, particularly Brunei Darussalam and South Korea. Thus, by investigating it using the Path Goal Theory as its approach, this study provides leaders with the desirable leadership style to motivate and influence the youth.

The research used a quantitative method with a proportionate stratified sampling method using the criteria of age of youth defined by UNESCO. The data then collected using a face-to-face method of a questionnaire from February 2016 till June 2016.

The evidence depicts that Bruneian youth prefers directive leadership while South Korean youth prefers supportive leadership. This finding is based on the selected styles that are desirable by the youth and their choice is also influenced by culture. This may imply that culture has a large impact which can determine the leadership styles best suited to the environment.

Since the research has limited sample sizes and geographical location, this can lead to future research by considering more regions of different continents to determine whether different leadership preference still persists. This study can also be used as a basis to consider other factors in investigating leadership preference in Asian countries.

This paper identifies and encourages the need to study leadership style that is desirable among youth.

The beginning of the twenty-first century was plagued with extensive, evasive, and disheartening U.S. business and political leadership failures. Despite the accounting profession’s standards of professional ethics, accounting as a profession also was tainted with various ethical leadership indiscretions during this time. In response to these ethical leadership failings, renewed interest in developing accounting professionals with strong ethical principles and ethical leadership behaviors emerged. In many firms, training and development in ethical behavior is now at the forefront of communications and professional development efforts. The question remains, however, can the profession instill in its members the importance of ethical conduct? Can ethical leaders be developed who model ethical behavior? In response to the call for leaders who are ethical and moral, this research examined a model of ethical leadership and its impact on leader effectiveness for leaders within the accounting profession. The analysis shows that ethical and transformational leadership behaviors make independent and significant contributions to explaining leader effectiveness.

The purpose of this paper is to gain a nuanced understanding of what employees want from leaders in an organizational crisis context.

The authors use a mixed methods approach to explore employee leadership preferences during organizational crisis and non-crisis times using the Multi Factor Leadership Questionnaire (Avolio and Bass, 2004), and qualitative interviews. The authors also investigate sex roles using the Bem Sex Role Inventory (Bem, 1981).

The mixed method approach reveals some potential limitations in how leadership is typically measured. The qualitative findings highlight employees’ expectations of leaders to take action quickly while simultaneously engaging in continuous communication with employees during crisis. None of the components of transformational leadership encapsulate this notion.

The mixed methods approach is novel in the crisis leadership literature. Had the authors relied solely on the quantitative measures, the importance of continuous communication during crisis would not have been apparent. As a result of this approach, the findings suggest that widely used and accepted measures of leadership may not adequately capture leadership in a crisis context. This is timely as it aligns with current literature which questions the way this construct is operationalized (Van Knippenberg and Sitkin, 2013).

Psychological research on leadership deals mainly with the effect of leadership styles on workers' attitudes and performance. This paper seeks to focus the attention to patterns of preference of followers to different types of leaders.

In the two studies presented in the paper, followers classified on the basis of attachment theory as having secure attachment style or avoidant attachment style were asked to indicate their preference for a personalized charismatic leader or for a socialized charismatic leader.

Subjects with a secure attachment style preferred a socialized charismatic leader, while those with an avoidant attachment style preferred personalized charismatic leaders.

The study adds knowledge regarding compatibility between leaders' and followers' personality characteristics. This knowledge could serve processes of selection and assignments to teams and missions.

This study provides a relatively new angle for looking at leader‐led dynamics and is an attempt to examine the initial (unconscious) attractions of followers to different types of leaders.