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The purpose of this paper is to test the effect of psychological safety and participative leadership style on risk performance as well as its interaction with enterprise risk management (ERM) processes to evaluate if a decentralisation in the form of a safe environment and participative leadership style enhances or crowds out the effect of a centralised-ERM process.

Based on a survey among top-500 Danish companies, the paper tests in SEM the relationships between ERM, participative leadership style and psychological safety on risk performance

The paper finds that not only do both ERM and participative leadership style enhance risk performance but a positive interaction effect is also found. In addition, the findings suggest that a safe environment precede participative leadership style indicating this as a prerequisite for management to introduce participative leadership style. These findings underpin that an effective risk management system should include both a holistic, formalised ERM system and organisational initiatives that enhance a strategic responsiveness through employee involvement.

The current study provides new empirical insights about the effect of a formal ERM process on risk performance as well as cultural factors for ERM success. As something new to the risk management literature, it draws on leadership and employee voice theory and investigates participative leadership style and psychological safety for employee voice as contextual influences on the effect of a formal ERM process on risk performance.

The purpose of this paper is to investigate whether the generally positive impact of transformational leadership on organizational commitment in large organizations can be extended to small- and medium-sized businesses (SMEs) in the manufacturing and service industry. The authors investigate the possible moderator effects of a participative and directive leadership style.

The collected data from 588 employees who rated 93 supervisors within 35 Dutch SMEs in both manufacturing and service industry. The authors analyse the nested data by means of multilevel modelling.

Transformational leadership, defined as visionary leadership and development stimulation, was positively related to organizational commitment for service SMEs, but not for manufacturing SMEs. While a participative leadership style did not moderate the relationship between transformational leadership and organizational commitment in either industry, a directive leadership style strengthened the relationship between transformational leadership and organizational commitment in manufacturing SMEs.

Leaders in the service industry SMEs should engage in transformational leadership, whereas leaders in manufacturing industry SMEs should engage in other types of leadership. Future research should examine effective leadership in manufacturing.

As the results of this study suggest, a distinction should be made between manufacturing and service industry. The advice therefore needs to be twofold. Supervisors in manufacturing SMEs can best improve employees’ organizational commitment by intensifying transformational leader behaviour combined with a directive decision style. Supervisors in service SMEs do not have to combine transformational leader behaviour with a particular leader decision style, if they wish to be more effective.

Demonstrating transformational leader behaviour can be successful in both manufacturing and service SMEs. However, in manufacturing companies this will only be effective when combined with a directive leader decision style.

Although SMEs most of the time are considered as one similar group in comparison to large organizations, the authors follow Hughes and Wood (1999; see also Stonehouse and Pemberton, 2002) who argue that because of their different products, customers, and labour it is important to disaggregate research on SMEs and differentiate between manufacturing and service SMEs.

The manufacturer depends on channel members for the performance of marketing functions. Therefore, the channel participants need to co‐operate with one another while simultaneously pursuing independent as well as systemic goals. Examines how co‐operation among distribution channel members can be fostered through the use of participative, supportive and directive leadership styles foster channel member co‐operation and assesses the relationship between co‐operation and channel member performance. Develops a conceptual model and empirically tests the linkages among the variables on data drawn from a survey of key informants in a sample of automobile dealerships. Shows that participative, supportive and directive leadership styles are directly related to channel member co‐operation, which, in turn, is positively associated with channel member performance.

The purpose of this paper is to explore the possible consequences of the intra-individual level-based perceptions of participative, supportive and instrumental leadership styles and the dissonance factors of leadership styles perceptions on employee engagement using the information-processing and connectionist perspectives of leadership perceptions.

Hypotheses relating to direct and moderated effects of perceptions of leadership styles on employee engagement were tested using a two-stage intra-individual level study (n=172 in each stage). Hierarchical regression analysis was used to test the hypotheses.

The findings revealed that perceptions of preferred and experienced supportive leadership styles are individually important predictors of employee engagement. It was also revealed that differentiated leadership styles have stronger (complementary) effect on employee engagement when the perceptions of experienced participative and supportive leadership styles were aligned with perceptions of respective preferred leadership styles. Furthermore, it was also found that the low level compared to the high level of dissonance factor or the difference between preferred and experienced instrumental leadership style acted as a complementer on employee engagement.

This study has made contributions to facilitate scholars to build better information-processing models and implicit theories for differentiated leadership and employee engagement links. Finally, the study provides new information on the consequence of perceptions of leadership style and the dissonance factor of leadership perceptions on followers’ actions such as employee engagement.

This will be the first empirical study examining the relationships between the dissonance factor of leadership perceptions of participative, supportive and instrumental styles and employee engagement.

As firms seek to prosper in a fiercely competitive global economy, cooperative inter‐firm alliances among members of the value chain are increasingly being forged. In the area of marketing channels, strategic alliances among international channel partners have become the norm as well. Thus, identification of inter‐firm influence strategies – such as different leadership styles – used by the channel captain to motivate international channel partners becomes increasingly important. More specifically, in administering a firm’s marketing channels, participative, supportive, and directive leadership styles may be effective in eliciting channel partners to exert higher levels of motivation, which, in turn, may be associated with higher levels of performance. The linkages among leadership styles, motivation, and performance are empirically examined on data drawn from a sample of automobile distributors in the USA, Finland, and Poland. International channel management implications are discussed, limitations of the study are identified, and directions for future research are suggested.

This paper aims to explore franchisor–franchisee relationships in the context of plural forms. Plural forms implies the co-existence of franchised and non-franchised outlets of a given company. More specifically, the paper examines the impact of franchisors’ leadership styles on franchisees’ relationship commitment when the company franchised outlets co-exist with independent non-franchised outlets. Specifically, this study operationalize the plural forms phenomenon in franchising, using multi-channel complexity as a moderator. The mediating role of relational capital is also examined.

Data were collected from 254 franchisees. The hypothesized model was tested using partial least squares structural equation modeling (PLS-SEM).

The results indicate that all three – participative, supportive and directive leadership styles of franchisors increase relationship commitment. In a high channel complexity context, a supportive leadership style is the most effective, whereas, in a low channel complexity context, a participative style is the most effective. Relational capital also partially mediated the relationships between leadership styles and relationship commitment.

Franchisors should follow a participative leadership style when channel complexity is low. However, as they add new channels and the channel complexity increases, franchisors should shift toward a supportive leadership style to maintain existing franchisees’ commitment. In current environments, managers should avoid using directive leadership in favor of the other two leadership styles.

The present study is the first to examine the influence of channel leadership style on relationship commitment in an environment of multiple channel complexity.

The purpose of this paper is to investigate differences of leadership styles of Turkish men and women managers in team‐oriented and participative leadership dimensions. In addition, the purpose of this resarch is to find out the differences of leadership styles and also the effect of pre‐managerial and managerial experiences on leadership style in a gender‐based context.

A web‐based questionnaire was used for the study. Four main hypotheses were tested by ANOVA and structural equation modeling. Research was conducted via a total of 276 managers, composed of 124 women and 152 men, employed by medium‐sized private sector companies in Turkey. The Globe Leadership scale was used in the questionnaire to measure the managers' leadership styles.

It was found that men and women managers have no differences in team‐oriented and participative leadership styles. Besides, significantly, the pre‐managerial and managerial experiences of the women managers have a bigger effect on leadership styles than those of men managers.

The sampling frame consists of only participants from medium‐sized companies; therefore the results show the opinions of women and men managers from these organizations.

Since it is better able to transfer the pre‐managerial and managerial experiences of women managers on collaborative leadership styles than those of men managers, it requires priority to be given to women managers in these conditions. Consequently, managerial positions that relate to participative and team‐oriented styles may be designed with respect to women managers' strength regarding accelerating the process.

The study adds significantly to the published body of knowledge. Its findings reflect the valuable contribution that managerial experience makes as a vital indicator for gender‐based analysis of leadership styles in Turkey.

The aim of this study is twofold; to test the effects of participative and authoritarian leadership styles on employee creativity; and to examine whether organizational citizenship behavior (OCB) mediates the relationship between these leadership styles and employee creativity.

A survey tool was employed in this research for data collection from the staff at higher education institutions in Malaysia. The collected data were analyzed via PLS-SEM to verify research hypotheses and reach at conclusions.

The outcomes verified that participative leadership positively affects OCB as well as employee creativity. The findings also demonstrated that authoritarian leadership does not really have any impact on the creativity and OCB of employees. Finally, the results demonstrated that OCB mediates the connection between a leader's participative approach and employee creativity, while its mediating effect among authoritarian leadership and employee creativity is not supported.

This paper addresses research gaps in the existing literature with regards to the role of participative and authoritarian leadership in predicting employee creativity through OCB. There are also scarce research studies on the linkages among the chosen constructs, particularly in higher education context.

The clear specification of leadership efforts spanning levels of analysis has lagged behind leadership research in general. Simulation modeling, such as agent-based modeling, provides research platforms for exploring these interesting issues. This chapter uses agent-based models, along with Dionne and Dionne's (2009) choices of leadership styles, to examine the impact of those styles on the generation of an emergent group resource, context-for-learning (CFL), instead of the specific task outcome (group decision making) described by Dionne and Dionne. Consistent effectiveness is found across leadership styles for workgroups with high and slightly lower initial individual levels of a CFL. A second agent-based model includes the ability of agents to forget previous learned skills and reveals a reduced effectiveness of all leadership styles. However, the effectiveness of the leadership styles differs between the two outcomes (the specific group task model and the emergent group resource model). Reasons for these differences are explored, and implications from the comparisons of the two models are delineated.

This study aims to examine the relationship between work engagement and leadership styles in human service organizations (HSOs). Specifically two leadership styles are investigated that are: participative and instrumental leadership style.

A questionnaire was used for data collection, and analysis of data were carried out using descriptive statistics and regression analysis.

By examining workers (n=251) operating in nine HSOs in Italy, this study shows that the three dimensions of work engagement relate to leadership styles. The data analysis found that while the participative leadership style of supervisors is particularly significant in predicting vigour and dedication among employees, the instrumental leadership style is positively related to vigour and absorption.

The study has some limitations that could represent stimuli for future research. The analysis is cross-sectional, and variables were measured using a common method and source. Furthermore, since the study involves only a small number of Italian HSOs, the results cannot be generalized and must be interpreted accordingly.

The findings from this study give rise to implications for the development of employees' engagement in HSOs. It additionally provides useful suggestions on effective leadership style among supervisors in HSOs.

An important contribution of the present study to current debate on work engagement is an insight into the construct of leadership styles as antecedents of work engagement. Furthermore, support is provided to the current debate that calls for a multi-dimensionality of work engagement and therefore suggests that the three dimensions may be differently affected by the antecedents. A third contribution is a greater understanding of ways to manage human resources in HSOs through the lever of leadership style.