Abstract
This paper derived from the study of the theoretical basis of leadership styles and the impact of leadership styles on the performance and empirical research in organizations. The author uses qualitative and quantitative research methods to analyze the nature of leadership styles in the universities of Ho Chi Minh City. Testing research hypotheses of the impact of leadership style on the performance of universities based on data collected from 466 responses from leaders, faculty and officials from 22 universities in Ho Chi Minh City. As a result, 7 elements were found: (1) Idealized Influence (IDI), (2) Inspirational Motivation (IM), (3) Intellectual Stimulation (IS), (4) Personalization (CP), (5) Contingent Reward (CR) (6) Management by Exception (ME) and (7) Liberal leadership (LL).
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