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Article
Publication date: 1 June 1997

Daewoo Park

Previous leadership studies indicate that stereotypically masculine behaviours characterize task‐oriented leadership style and that stereotypically feminine behaviours…

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Abstract

Previous leadership studies indicate that stereotypically masculine behaviours characterize task‐oriented leadership style and that stereotypically feminine behaviours (relations‐oriented leadership style) are devalued. However, it has been frequently observed in the past that organizational goals could not be exclusively achieved by either masculine or feminine characteristics of leaders. Suggests that an integration rather than a polarization becomes necessary for leaders and organizations. That is, an androgynous leadership style can be the most appropriate for achieving high performance in many organizations.

Details

Leadership & Organization Development Journal, vol. 18 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 October 2015

Dg Kamisah Ag Budin and Syed Azizi Wafa

– 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.

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Abstract

Purpose

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.

Design/methodology/approach

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.

Findings

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

Research limitations/implications

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.

Originality/value

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

Details

Journal of Management Development, vol. 34 no. 10
Type: Research Article
ISSN: 0262-1711

Keywords

Book part
Publication date: 5 October 2020

Kittisak Jermsittiparsert

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect…

Abstract

The primary objective of the current study is to examine the role of leadership styles and Industry 4.0 in organization performance. In addition, the direct and indirect effect of job satisfaction, competitive advantage and business sustainability is also examined. For this purpose, a cross-sectional research design was selected. Population of the study were based on the manufacturing Small and Medium Enterprises (SMEs) of Thailand. Employees of these SMEs were selected to collect the data. Therefore, respondents of the study were employees of Thai manufacturing SMEs. Various close ended questions related to the concerned study were asked on a five-point Likert scale. Furthermore, this study analyzed the data with the help of Partial Least Square-Structural Equation Modeling (PLS-SEM). Results of the study revealed that both leadership styles and Industry 4.0 have significant role in organization performance. Leadership styles and Industry 4.0 influence positively on job satisfaction and competitive advantage, respectively. Further, job satisfaction and competitive advantage influence positively on business sustainability. Finally, business sustainability significantly improves organization performance. Therefore, the current study has vital importance for practitioners to enhance organization performance through leadership styles and Industry 4.0.

Details

Agile Business Leadership Methods for Industry 4.0
Type: Book
ISBN: 978-1-80043-381-6

Keywords

Article
Publication date: 2 March 2022

Zakaria Elkhwesky, Islam Elbayoumi Salem, Haywantee Ramkissoon and José-Alberto Castañeda-García

The purpose of this paper is to provide an overview of leadership styles in the hospitality industry. It also demonstrates theories used in hospitality leadership styles

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Abstract

Purpose

The purpose of this paper is to provide an overview of leadership styles in the hospitality industry. It also demonstrates theories used in hospitality leadership styles research, identifies the main outcomes and highlights gaps for future research.

Design/methodology/approach

This paper presents a comprehensive review of the 79 articles on leadership styles in the hospitality context spanning over 13 years (2008–2020) and extends the scope in distinctive means.

Findings

This review has demonstrated that leadership styles research in hospitality has made progress in the past 13 years; however, there are conceptual and empirical overlaps among different leadership styles in hospitality. There is a lack of research on antecedents and integrating theories in studies. This review has revealed that several leadership styles have not been rigorously examined in hospitality research with their outcomes.

Research limitations/implications

The search strategy used to find articles published in Web of Science about leadership styles in hospitality was restricted to title to boost the accuracy of the subsequent literature.

Practical implications

By following the guidance presented in this review, the authors expect to advance and maintain hospitality leadership research to provide substantive insights into the context of hospitality leadership over the coming years.

Originality/value

To the best of the authors’ knowledge, this study is one of the first to undertake a comprehensive understanding of various leadership styles in the hospitality context. This study provides a comprehensive projected research agenda to demonstrate theoretical discourses and empirical research. Overall, this critical review presents a holistic idea of the focus of the prior studies and what should be highlighted in future studies.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 5
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 24 December 2021

Rachael Smithson

The health service response to COVID-19 provided a unique opportunity to build our understanding of the leadership styles in use in managing a crisis event. Existing…

Abstract

Purpose

The health service response to COVID-19 provided a unique opportunity to build our understanding of the leadership styles in use in managing a crisis event. Existing literature emphasises command and control leadership; however, there has been less emphasis on relational approaches and the behaviours necessary to ensure the agility of the response and minimise the risk of relational disturbances. The purpose of this paper is to understand leadership styles in use, as part of a health service response to COVID-19.

Design/methodology/approach

This paper draws on data from semi-structured interviews with 27 executives and senior leaders from a tertiary health service in Australia. The data were analysed using thematic analysis. Notes and examples were coded according to deductively derived criteria around leadership styles and competencies from the literature, while remaining open to emergent themes.

Findings

Health system leaders described examples of both command and control and relational leadership behaviours. This dually provided the discipline (command and control) and agility (relational) required of the crisis response. While some leaders experienced discomfort in enacting these dual behaviours, this discomfort related to discordance with leadership preferences rather than conflict between the styles. Both leadership approaches were considered necessary to effectively manage the health system response.

Originality/value

Crisis management literature has typically focused on defining and measuring the effectiveness of behaviours reflective of a command and control leadership response. Very few studies have considered the relational aspects of crisis management, nor the dual approaches of command and control, and relational leadership.

Details

Journal of Health Organization and Management, vol. 36 no. 4
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 17 December 2021

Dat Tien Le, Selvarajah Christopher, Thuy Thi Thu Nguyen, Hong Thi Thanh Pham and Phuong Thi Lan Nguyen

The purpose of this paper is to investigate the impact of leadership styles on different organizational outcomes and value structure such as: overall business performance…

Abstract

Purpose

The purpose of this paper is to investigate the impact of leadership styles on different organizational outcomes and value structure such as: overall business performance, working style, motivation and trust of employees, management efficiency and corporate culture in the context of Vietnamese small and medium enterprises (SMEs).

Design/methodology/approach

The authors perform a qualitative analysis and gather data by conducting conversational semi-structured interviews with 51 SME managers from different industries. Data were analyzed using a step-by-step approach following Creswell.

Findings

The study explores the effects of leadership styles on various organizational outcomes. Given the features of SMEs, it sheds light on the significance of leadership styles in changing work environment, increasing staff retention, and promoting the viability of SMEs. It also discusses the selection of leadership styles in accordance with Vietnamese culture.

Practical implications

This study has practical implications on human resource management in the context of SMEs. SME managers, training providers and support agencies may utilize the research outcomes to raise the awareness of SMEs leaders. Based on the research findings, appropriate training programs should be developed to assist managers in tackling major problems.

Originality/value

Although several previous studies have tried to investigate the influence of leadership styles on organizational outcomes, this is the first research to explore the topic in the context of SMEs and in conjunction with the Vietnamese culture.

Details

International Journal of Emerging Markets, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-8809

Keywords

Article
Publication date: 1 December 1996

Daewoo Park

Notes that previous researchers have investigated the relationship between gender role (i.e. sex‐role identity) and leadership style, and they also have investigated the…

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Abstract

Notes that previous researchers have investigated the relationship between gender role (i.e. sex‐role identity) and leadership style, and they also have investigated the relationship between decision style and leadership style. However, points out that they have not investigated the relationship between gender role and decision style. Using three validated questionnaires with 90 participants, attempts to test the relationship between gender role, decision style and leadership style. Reveals, from the results, strong support for the proposed relationships: masculinity/directive/analytical/task‐oriented styles and femininity/conceptual/behavioural/relations‐oriented styles. Provides implications/application questions for practitioners, for example that “linking the people with the strategic needs of the business” (i.e. strategic human resource management emphasizing competence acquisition, development and utilization) requires an in‐depth analysis for many organizations. Suggests that instead of relying on a single measure, a combination of different measures may result in higher reliability and predictability. Concludes that the development of effective human resources training and management programmes requires further exploration of the relationship between gender role, decision style and leadership style.

Details

Women in Management Review, vol. 11 no. 8
Type: Research Article
ISSN: 0964-9425

Keywords

Article
Publication date: 24 August 2021

Pavitra Dhamija, Andrea Chiarini and Shara Shapla

Leadership style denotes the behavioural pattern of a leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The…

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Abstract

Purpose

Leadership style denotes the behavioural pattern of a leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The main objective of this article is to explore the association between leadership styles and technology, major themes in this area and what can be the future research directions of this work.

Design/methodology/approach

Leadership style denotes the behavioural pattern of leader, which bears on employee's attitude, perception about organization, manager and job satisfaction. The existence of different styles has presented leadership from diverse perspectives related to individuals' personality and behaviour. The present article aims to review significant work by eminent researchers towards technology and leadership styles in the form trends, annual scientific production; popular affiliations and sources, a three-field plot of countries, scholars and themes, most cited references, trending keywords, thematic analysis of leadership styles and technology research by taking insights from situational leadership theory.

Findings

The findings indicate connections between various keywords and provide interesting themes like transformational leadership style is connected to knowledge management, transactional leadership, empowering leadership, psychological capital and e-leadership. Similarly, leadership is connected to leadership development, gender stereotypes, emotional exhaustion, innovative leadership and organizational performance.

Originality/value

This review analysis of leadership styles and technology is in itself a novice contribution and first of its nature. The identified themes are presenting good knowledge and food for thought for future researches.

Details

The TQM Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1754-2731

Keywords

Article
Publication date: 22 June 2021

T. S. Nanjundeswaraswamy

The aim of this study is to identify the association between leadership styles (LS) and employee commitment(EC) among employees working in the mechanical manufacturing…

Abstract

Purpose

The aim of this study is to identify the association between leadership styles (LS) and employee commitment(EC) among employees working in the mechanical manufacturing small- and medium-sized enterprises (SMEs), mediated by job satisfaction.

Design/methodology/approach

The research is cross-sectional and the survey method was used, and Pearson correlation analyses, regression analysis and structural equation modelling (SEM) were used to examine the hypothesis. A sample of 911 responses was collected from 102 mechanical manufacturing SMEs in and around Bangalore, India.

Findings

EC depends on the age, the experience of employees, LS of the superior and job satisfaction of employees who are working in the mechanical manufacturing SMEs. The research found out that job satisfaction partially mediates the relationship between LS and EC.

Research limitations/implications

The study is cross-sectional in nature; it measures and quantifies the different variables at a single point period; therefore, the research does not offer outcomes over a long period.

Practical implications

To enhance the commitment of employees working in the mechanical manufacturing SMEs, managers/superiors should make an effort to exhibit a holistic view of LS that enhances job satisfaction and improves the pleasant relationship in the work environment.

Social implications

In the competitive business environment retaining skilled and talented employees is the major challenge for the organization. Many research studies explored that committed employees will retain in the organization for a long tenure. Thus, our study contributes to the body of the literature on predictors of EC. It is noted that the involvement of employees by the leaders during the decision-making process, creates an effective working ambience for the employees and establishes a pleasant relationship among employees. The leader will motivate the employees to work efficiently and effectively, in addition to that they motivate employees to continue working with the same organization. Hence there is a need for the mechanical manufacturing firms to design and implement strategies of motivating employees to remain in the organization. Our study was cross-sectional in nature; it measures and quantifies the different variables at a single point period; therefore, research does not offer outcomes over a long period. Hence a longitudinal study over some time gives more accurate outcomes, and it is more appropriate. This study focused on employees working in the mechanical manufacturing firms, in and around Bangalore, India; therefore, findings cannot be generalized to all employees of the mechanical manufacturing firms.

Originality/value

This research contributes to the existing literature by exploring further evidence and support for the relationship between LS and EC in mechanical manufacturing SMEs. And research also reveals that job satisfaction partially mediates the relationship between the LS and EC in mechanical manufacturing SMEs.

Details

Journal of Economic and Administrative Sciences, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1026-4116

Keywords

Article
Publication date: 7 March 2008

Richard J. Eberlin and B. Charles Tatum

The purpose of this paper is to show that participants read vignettes in which managers were assigned different roles. The vignettes depicted managers with two leadership

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Abstract

Purpose

The purpose of this paper is to show that participants read vignettes in which managers were assigned different roles. The vignettes depicted managers with two leadership styles (transformational/transactional) and two decision‐making approaches (comprehensive/restrictive). The managers were then rated on patterns of organizational justice (social/ structural). Leadership and decision‐making styles affected different forms of justice.

Design/methodology/approach

Participants rated performance‐evaluation vignettes depicting leadership style, decision‐making approach, and organizational justice patterns on the part of hypothetical managers/leaders.

Findings

Managers portrayed as transformational leaders were rated high on social justice, whereas leaders rated as transactional were high on structural justice. Managers portrayed as restricted in their decision‐making approach were rated lower on social justice compared with managers who used a more comprehensive decision style. Justice ratings were significantly influenced by leadership style and decision

Practical implications

It is suggested that an increased awareness regarding organizational justice is imperative for all decision and leadership styles, and that social justice can occur in brief but powerful encounters that can be executed by any manager or leader.

Originality/value

If organizations, managers, and leaders attend to justice issues, they will foster healthier and more productive workplace environments that extend beyond immediate performance indicators (e.g. budget, quarterly profits, sales and revenue). A focus on organizational justice will create long‐term performance cultures (by fostering employee development, extending genuine regard for employee contributions and wellbeing, and leveraging employee commitment), and lead companies to sustainability.

Details

Management Decision, vol. 46 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

1 – 10 of over 40000