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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.

The literature discusses the relationship between marketing practice and leadership style and suggests that these are dynamic and linked. Providing empirical data, this paper seeks to investigate this relationship between marketing practices and leadership styles.

A model was developed and tested using a survey methodology based on two well‐validated research instruments, one from the Contemporary Marketing Practices research group and the other the MLQ leadership questionnaire. Data were analyzed using a Partial Least Squares (PLS) approach.

The results showed that a transformational style of leadership is positively associated with interaction and network marketing. Transactional leadership is positively associated with database and network marketing. Passive/avoidant leadership has no effect on any of the marketing practices.

The research is unique and exploratory, and was conducted in a UK context. The use of moderators within the model would have been preferable. For these reasons, generalizability is somewhat constrained.

The research adds weight to the argument that leadership styles need to be consciously adapted with respect to marketing practices. There are also implications for managerial training and development needs.

To one's knowledge very few studies have considered the relationship between marketing practices and leadership styles. The paper, therefore, reports work in an area not previously researched empirically.

The teacher role in the classroom can explain important aspects of the student's school experience. The teacher-student relationship, a central dimension of social capital, influences students' engagement, and the teaching style plays an important role in student outcomes. But there is scarce literature that links teaching styles to teacher-student relationship. This article aims to (1) analyze whether there is a relationship between teaching styles and the type of relationship perceived by students; (2) test whether this relationship is equally strong for any teaching style; and (3) determine the extent to which students' perceptions vary according to their profile.

A structural equation model with four latent variables is estimated: two for the teacher-student relationship (emotional vs educational) and two for the teaching styles (directive vs participative), with information for 21,126 sixth-grade primary-students in 2019 in Spain.

Teacher-student relationships and teaching styles are interconnected. The participative style implies a better relationship. The perceptions of the teacher are heterogeneous, depending on gender (girls perceive clearer than boys) and with the educational background (children from lower educational background perceive both types of teaching styles more clearly).

The analysis is based on the point of view of the addressee of the teacher's work, i.e. the student. It provides a model that can be replicated in any other education system. The latent variables, based on a periodically administered questionnaire, could be estimated with data from diagnostic assessments in other countries, which in turn would allow the formulation of context-specific educational policy proposals that take into account student feedback.

The purpose of this paper is to advance critical theoretical insights into the idea of “relational bureaucratic leadership” and its implications for public administration in developing countries (DCs). In doing so, the paper sets out new agendas for public service governance in DCs that recognizes the changing nature and emerging complexities of both the public service and society.

This is an exploratory study which synthesises literature in management, human resources, leadership studies and public administration, to understand the limitations of mainstream approaches to bureaucratic leadership in DCs, particularly SSA, with a view of identifying alternative practices.

Findings from this paper suggest that public service governance in DCs are embedded in complex dynamics between power relations, complexity and social norms, and bureaucratic leaders should, therefore, focus on building relationships as a means of deepening trust and enhancing cooperation among critical actors. The case for a shift in focus to “relationality” reflects changes in the broader global political economy, including emerging wicked and multi-faceted policy problems that require heterodox and context-sensitive responses from governments and greater collaboration among key stakeholders.

The analysis of the limitations of traditional approaches to public service governance in this essay reveals the importance of a shift from a preoccupation with conventional organizational forms and functions, to place greater emphasis on social networks and relationships, as a way of improving leadership efficiency in the public services of DCs.

The primary aim of this study was to determine whether or not leaders' emotional intelligence plays a mediating role in the relationship between leadership styles and voluntary work behaviours among employees of selected banks in Ghana. Specifically, the objective was to determine the mediating effect of leaders' emotional intelligence on the relationship between transactional and transformational leadership styles and organizational citizenship behaviours (OCB) and counterproductive workplace behaviours (CWB).

The quantitative approach to research was adopted to collect data from 234 respondents. More so, both purposive and simple random sampling techniques were used for the selection of respondents for the study.

The findings of the study revealed that amongst the various leadership styles and OCB and CWB relationships, only the relationship between transformational leadership and OCB was mediated by leaders' emotional intelligence.

It was however recommended that transformational leadership style be adopted in the quest to encourage employees to exhibit OCB and mitigate employees' involvement in CWB since such leaders are more prone to exhibiting high levels of emotional intelligence in the dealing with employees.

For the first time in the Ghanaian banking sector, this research explores the leaders' emotional intelligence as mediator on the nexus between leadership styles and voluntary work behaviours of employees of selected banks in Ghana.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

This study examined the relationship between the headquarters and the foreign subsidiaries of multinational corporations (MNCs). Hypotheses concerning the strategies pursued by each MNC, intergroup conflict, conflict management styles, integrating mechanisms, and the effectiveness of the headquarters‐subsidiary relationship are developed and tested. There were no significant differences in the intergroup conflict experienced by subsidiaries pursuing different international strategies. However, effectiveness of the headquarters‐subsidiary relationship was negatively related to intergroup conflict. The use of the avoiding style of conflict management was negatively related to the effectiveness of the headquarters‐subsidiary relationship, as hypothesized. For MNCs pursuing global integration strategies, the use of personal integrating mechanisms and integrating conflict management styles were negatively related to intergroup conflict. For MNCs pursuing local responsiveness strategies, the use of bureaucratic integrating mechanisms and dominating conflict management styles were not negatively related to inter‐group conflict. This ran counter to expectations. MNCs pursuing multi‐focal strategies did not fit neatly into either strategy camp—global integration or local responsiveness.

Conflicts are inevitable in organizations and are a significant challenge for frontline managers (FLMs). This study aims to investigate the relationship between the leadership styles of FLMs and relationship conflicts (RLCs), with the indirect intervention of emotion regulation (ER) and five conflict-handling styles (CHSs).

Research data were obtained from 243 FLMs in the Pakistan textile industry. SPSS 23 and PROCESS macros software were used to test and verify hypotheses regarding leadership styles, ER, CHSs and RLC. The authors conducted 5,000 bootstrap replications to verify mediation.

Leadership styles are significantly associated with RLC. A high degree of ER can negatively moderate RLCs through transformational leadership (TFL) and transactional leadership (TCL) styles and positively moderate RLCs through a laissez-faire leadership (LZF) style. Among CHSs, a compromise style mediates the relationship between RLC and the TFL and LZF styles, and a domination style mediates the relationship between RLC and the TCL style.

FLMs should be trained to overcome workplace interpersonal conflicts. Appropriate cognizance of a conflict before it occurs is a requisite skill. FLMs must be able to use all five given CHSs.

This study identifies the association of leadership styles with CHSs and ER to manage RLC in a non-Western context. The study enhances understanding of the use of the ER factor with the different CHSs of FLMs.

The quality of organizational leadership can have a significant impact on organizational success and employee well-being. Some research has shown that leaders with secure attachment styles are more effective leaders, but the connection between different attachment styles and different leadership styles is unclear. Relationships between attachment styles and leadership styles were examined in this study. University personnel completed the Relationship Questionnaire and the Multifactor Leadership Questionnaire. Pearson correlation and multiple regression analyses revealed positive correlations between transformational leadership and secure attachment and negative relationships between transformational leadership and insecure attachment styles. Results of this study may help leaders recognize the relationship between their attachment style and their ability to increase organizational effectiveness and to decrease turnover.

In the literature, relationship orientated firms are being advised to exploit organizational learning as a route through which to acquire the knowledge required to survive in rapidly changing and/or highly competitive markets. There is, however, only limited anecdotal evidence of the positive contribution that organizational learning can make to enhancing the performance of firms. To acquire additional empirical data, a survey of learning style and perception of competences relative to competitors in small manufacturing firms was undertaken. Results concerning organizational learning style appear to indicate the firms who exhibit a relationship marketing style tend to adopt a double‐loop (or table8.TIFigher order) learning style; whereas transactionally orientated firms appear to be single‐loop learners. When compared with transactional firms, relationship orientated respondents also reported higher competences for some areas of marketing, HRM and information management practices. This conclusion was further validated through telephone interviews. The implications of these findings are discussed and proposals presented on the need for further research.