Leadership Styles and Effectiveness Among Sub-Saharan African Employees

This study sought to determine whether a significant relationship exists between dimensions of transactional and transformational leadership styles and leadership effectiveness within sub-Saharan Africa. Dimensions of transactional and transformational leadership styles were moderated by dimensions of organizational commitment among Nigerian employees to produce effective leadership. The study confirmed that no significant relationship existed between dimensions of transactional and transformational leadership styles and effective leadership among Nigerian employees when moderated by dimensions of organizational commitment. Gender was also found to be the only control variable that had a significant relationship when predicting organizational commitment as well as effective leadership among Nigerian employees

Leadership and employee engagement in the New Zealand dairy farming industry - is there a link with milk production performance? : a thesis presented in partial fulfilment of the requirements for the degree of Master of Arts in Psychology at Massey University, Manawatu, New Zealand

This study sought to investigate which leadership styles were more effective at increasing employee engagement and/or overall milk production performance in the context of the New Zealand (NZ) dairy farming industry. This study also sought to investigate whether psychological needs satisfaction mediated the relationships between leadership styles and employee engagement. A cross-sectional self-report survey was used to collect data. Results indicated that transformational-contingent reward leadership was related to higher levels of employee engagement, while passive-avoidant leadership, management by exception active, and destructive leadership styles were all negatively related to employee engagement. Satisfaction of the need for autonomy was found to fully mediate the relationship between transformational-contingent reward leadership and employee engagement, between passive-avoidant leadership and employee engagement, and also between destructive leadership and employee engagement. None of the independent variables were found to have significant relationships with overall milk production performance. Theoretical and practical implications for effective leadership styles are discussed along with recommendations for future research

The Relationships Among Leadership Styles, Entrepreneurial Orientation, and Business Performance

This study aims to contribute to the knowledge of leadership styles and entrepreneurial orientation at small and medium enterprises as well as their effects on business performance. This study examines how leadership style can affect the development and implementation of entrepreneurial orientation in small and medium enterprises in Taiwan. It is also designed to examine the effects of leadership styles and entrepreneurial orientation on business performance. Significant conclusions from this study are that different leadership styles may affect business performance; that transformational leadership is significantly more correlated to the business performance than is transactional leadership and passive-avoidant leadership; that entrepreneurial orientation is positively related to performance; and that transformational leadership with higher entrepreneurial orientation can contribute to higher business performance.leadership styles, entrepreneurial orientation, business performance

Employability of women managers in higher education sector: a study on their leadership qualities

The teaching profession both in this country and internationally is, with few exceptions, dominated by women as it has traditionally been seen as a ‘suitable’ job for women. However, a look at the statistics reveals that despite the large number of women in the profession, they are greatly under-represented in positions of management in higher education (HE). Thus this under-representation of women continues to be a matter of some concern. The background of this paper identifies the status of women managers within the higher education sector. The leadership styles typically adopted by women managers are then discussed. These styles are taken into further analysis in order to find out whether any such styles are of use in terms of filling the leadership gaps in higher education. In this context, this paper examines the literature relating to gender, leadership styles and higher education in order to explore how the leadership qualities of women managers will have a contribution towards the higher education sector

Leadership Styles and Decision-making in Finnish and Swedish Organizations

Globalization and other forces are challenging the European leadership models and practices. It can be seen that albeit what’s a very efficient leadership style for one country may be an extremely ineffective style for another - people aren’t always aware that cultural differences exist at all. Finland and Sweden are neighbouring countries which have a long common history behind them. This paper introduces how substantially the management cultures and leadership styles really differ in these countries. Cultural values have an influence on leadership practices and institutional arrangements. Many aspects of leadership are affected by cultural differences, and in this paper the differences in leadership styles between Finland and Sweden are presented, concentrating in management and decision making which vary culture by culture.consensus; culture; decision-making; leadership; management.

Spot Your Leadership Style – Build Your Leadership Brand

The purpose of the research paper is to present various leadership styles with illustrations of international leader types. It helps the reader spot a particular leadership style for building a leadership brand. It attempts to motivate senior level leaders to appreciate what style of leadership is essential in the current scenario

Leadership Competencies for Managing Diversity

The new understanding of diversity involves more than increasing the number of different identity groups on the payroll. An important proposal is that the experience of diversity in an organisation results from pervasive styles of management. This article dealt with the specific paradigms of diversitymanagement and leadership style theory used to address the research problem in the empirical study, namely ‘Is diversity management experience related to leadership styles or competencies?’ The models of diversity and inclusion indicators are used to examine the experience of diversitymanagement. The population of this study into the experience of diversity management is two thousand six hundred and sixty nine (2669) respondents. Leadership styles were obtained from four hundred and forty (440) leaders. The Cronbach alpha values were determined in order to indicate internal validity and reliability.diversity management, engaging leadership style, experience, heroic leadership style, management, symbolic interactionism

Patriarchal Culture\u27s Influence on Women’s Leadership Ascendancy

Biblical interpretations (hermeneutic) have influenced women’s ascension to leadership positions. A patriarchal societal framework that most Judeo-Christians have accepted as a norm often includes biased biblical interpretations regarding women. These interpretations are taken out of context, which reinforces old patterns that are incompatible with true leadership. This paper provides a literature review on women and leadership, with the literature indicating that a prevalent patriarchal perspective has influenced the portrayal of leadership roles in society. The literature on women leadership shows that many women might not be becoming CEOs or ascending to other high positions because of gender inequality in the workplace, a lack of sponsors, a lack of leadership-career aspirations, and companies’ preference for leadership styles based on masculine characteristics. The literature also reveals that women feel forced to assume masculine leadership styles, even though their preferences differ—an injustice to their leadership aptitude. In other words, the literature suggests there are more suitable leadership styles for women. Moreover, leadership styles based on context are more effective, and changing these biases and misapplications are critical to ensuring women ascend to leadership positions. This paper concludes with an analysis of the cognitive bias on women, which contributes to the lack of empathy for women ascending to leadership positions. In addition, future research suggestions and methods aimed at decreasing the inequalities women experience are provided

Perceptions of Transactional and Transformational Leaders According to Gender

The lack of females occupying leadership positions in the modern workplace has prompted the research of this study. In order to better understand the perceptions that exist regarding successful leadership, this study was conducted with the intention of understanding individual leadership style through the Multifactor Leadership Questionnaire, which measures transactional and transformational leadership styles (Bass and Avolio, 1993). 64 male and female participants, made up of 36 students and 28 individuals in the workforce ages 18-61 with an average age of 31 answered 21 questions to assess their leadership style and 1 to measure who they perceived as a successful leader, with responses coded by gender of responder and response. This study aimed to assess whether males identified more with transactional leadership and females with transformational leadership style, which would confirm current research conducted in the field. The Chi Squared statistical analysis test results showed that 72.4% of males displayed transformational leadership styles, along with 82.9% of females displaying this same style, which showed a lack of significance between gender and difference in leadership style. However, in response to the question asking to identify a successful leader, results showed that most individuals of both gender wrote down a male leader

The effect of cultural orientation and leadership style on self- versus other-oriented organizational citizenship behavior in Turkey and the Netherlands

This paper investigated the effects of a paternalistic and empowering leadership style on organizational citizenship behaviour (OCB) in an experimental design using 100 Turkish and 100 Dutch students who held part-time jobs. Confirming our expectations, a paternalistic leadership style had a more positive effect on job dedication and organizational support in Turkey than in the Netherlands. Contradicting our expectations, an empowering leadership style did not have a more positive effect on any of the OCB dimensions in the Netherlands than it did in Turkey. However, in the Netherlands an empowering leadership style had a stronger effect on interpersonal facilitation, job dedication, and organizational support than a paternalistic leadership style. Paternalistic and empowering leadership styles both had positive effects on OCB dimensions in Turkey. As expected, collectivism moderated the relationship between paternalistic leadership style and other oriented OCB (i.e., interpersonal facilitation). Specifically, people who had more collectivistic tendencies were more positively influenced by a paternalistic leader than people who had low collectivistic tendencies in both countries. However, individualism did not have any moderating effects on the relationship between empowering leadership style and self-oriented OCB (i.e., job dedication). Our findings are relevant for understanding the effects of leadership styles and cultural orientations on self- versus other-oriented OCB in Turkey and the Netherlands