Predominant Leadership Style Research Articles

Rediscovering paternalistic leadership: a powerful engine for startup

ABSTRACT This study investigates the effects of paternalistic leadership, a predominant leadership style in Confucian-influenced East Asia, on the growth and innovation of start-up companies, particularly within the information technology sector. Contrary to the prevailing belief that paternalistic leadership stifles innovation, our findings reveal that this leadership style can significantly enhance business performance. This study identifies key mechanisms, such as fostering employee loyalty, improving decision-making processes, and encouraging proactive behaviours, that drive growth under paternalistic leadership. Empirical evidence shows that employees under such leadership exhibit entrepreneurial behaviours marked by innovation, risk-taking, and initiative, leading to measurable improvements in profitability, customer satisfaction, and market share. These results underscore the role of paternalistic leadership in accelerating the success of East Asian start-ups and provide valuable insights for organisations seeking to balance cultural leadership styles with the demands for innovation.

Leadership Styles and Effectiveness of Female Officers in the US Military: A Historical Perspective and Recent Developments

Aims: This study aims to provide a concise historical perspective and summarize recent developments in leadership styles and effectiveness of female officers in the US military. The review focuses on the evolving roles of women in military leadership, the predominant leadership styles employed, and their effectiveness in the contemporary military context. Study Design: A narrative study of peer-reviewed articles and official military reports published primarily within the last decade (2013-2023). Methodology: A comprehensive literature search was conducted using military and leadership databases, including JSTOR, Military & Government Collection, and Leadership Studies. The review prioritized empirical studies, policy analyses, and authoritative reviews published in reputable journals and official military publications. Results: The study reveals a significant increase in leadership opportunities for female officers over the past decade. Transformational and adaptive leadership styles are predominant among female officers. They have demonstrated effectiveness in team cohesion, crisis management, conflict resolution, and mentorship. In some areas, such as strategic thinking and innovative problem-solving, female officers show comparable or superior performance to their male counterparts. However, challenges related to gender stereotypes and work-life balance persist. Conclusion: While substantial progress has been made in integrating women into military leadership roles, continued efforts are needed to address remaining barriers. The unique contributions of female officers to military leadership, particularly in areas of team cohesion and adaptive problem-solving, warrant further research and recognition in military doctrine and training programs.

The Anatomy of Leadership: From Aspirational to Dark Side Leadership Traits

Leadership is all about others on your team and in your organization. Surgical professionals are most likely to follow leaders they trust to care about their professional and personal well-being, and are aligned with their values, while setting and implementing organizational strategy. Ironically, in order to lead others well, it is best and most effective if leaders are humble, vulnerable, and willing to learn more about themselves: specifically their behavioral tendencies when they both are at their best and when they are under duress. For us as leaders, this includes understanding our own predominant leadership style(s); and learning how to expand our leadership preferred tendencies to other styles that may be more effective in certain situations. The POSNA leadership program (PLP) enables participants and faculty to study effective leadership principles and theories; evaluate published examples of exceptional and disastrous leadership in volatile, uncertain, complex, and ambiguous (VUCA) real life situations; and have in-depth dialogue on how pediatric orthopaedic surgery leaders can learn from and positively model exemplary leadership characteristics and behaviors. Although our operating rooms, clinics, research and administrative areas are not battlefields, and we are healers not warriors, we and the teams we lead do face uncertain, ambiguous, complex and even volatile situations often enough to require implementation of those refined, high-level skills. Key Concepts(1)Like all leaders, surgeons have preferred leadership styles. Learning about, expanding, and adapting leadership style(s) to specific situations is important and impactful.(2)The most effective leaders are humble, have high integrity, think strategically, are decisive decision makers after input from their trusted professional teams.(3)Trust is the essential ingredient of leading successful teams and organizations. Building trust requires empathy, high task competency, the ability to actively listen and engage in dialogue before and during implementation of plan(s).(4)Volatile, Uncertain, Complex, and Ambiguous (VUCA) dilemmas and challenges occur. Leaders and teams who can manage stress, mobilize necessary resources, and respond in a timely fashion to each VUCA situation are most effective.(5)Disruptive behaviors in our profession are more common than ideal. Responding to unprofessional acts, managing perceptions, and redirection to acceptable behavior lessens safety risk for patients and improves team performance and professional well-being.

Effective leadership styles to boost employees’ work outcomes during COVID-19 pandemic: perspective of facilities management professionals

PurposeThis study investigated what are the effective leadership styles and practices that boost employees’ work outcomes during the COVID-19 pandemic from the perspective of facilities management professionals (FMPs).Design/methodology/approachThree predominant leadership styles (transformational, transactional contingent reward and disaster management) were operationalized into 38 leadership practices (X variables) and 8 work outcomes (Y variables). The explanatory sequential research design was adopted. Online questionnaire survey was first conducted on FMPs who managed facilities during the critical periods of COVID-19 pandemic in Singapore. In-depth interviews were then carried out with subject matter experts to elaborate on the quantitative findings.FindingsDuring the pandemic, FMPs were significantly stressed at work, but also experienced significant job satisfaction and satisfaction with their leaders/supervisors. Statistical results revealed a range of leadership practices that are significantly correlated with FMPs’ work outcomes. One leadership practice is critical as it affects 4 of the 8 FMPs’ work outcomes - frequently acknowledging employees’ good performance during the pandemic.Research limitations/implicationsThe study explored 3 leadership styles. There are other styles like laissez faire and servant leadership that might also affect work outcomes.Practical implicationsBased on the findings, suggestions were provided to organizations that employ FMPs on how to improve their work outcomes during a crisis such as a pandemic.Originality/valueThe novelty is the discovery that in the context of a global disaster such as the COVID-19 pandemic, the most relevant leadership styles to boost employees’ work outcomes are transactional contingent reward and disaster management leadership. The study adds to knowledge by showing that not one leadership style is superior – all 3 styles are complementary, but distinct, forms of leadership that need to work in tandem to boost FMPs’ work outcomes during a crisis such as a pandemic.

Assessment of management styles among top nursing leaders in Slovenian primary health centers: a cross-sectional analysis

PurposeThis study aims to endeavor to discern the predominant leadership styles used by nursing managers within the framework of Slovenian primary health centers. Using a quantitative research approach, the study was conducted through the administration of a structured questionnaire.Design/methodology/approachThe investigation encompassed 67 nursing managers, representing the entire spectrum of primary health centers in Slovenia. A stratified representative subset comprising 53 top nursing managers actively participated in this study.FindingsThe prevailing leadership style among nursing managers predominantly manifests as the “integrated” style, characterized by a balanced emphasis on both interpersonal relationships and task-oriented elements. These nursing leaders exhibited a proclivity for fostering collaborative teamwork, with their leadership approach notably shaped by traits such as positive thinking, self-assuredness, comprehensive leadership knowledge and an intrinsic motivation to guide and inspire individuals. Notably, leadership knowledge emerged as the most influential factor in determining the selected leadership style. The study’s findings recognize specific areas in which leadership competencies among nurse managers may require further enhancement and development.Originality/valueThe study’s findings are based on a specific subset of nursing leaders in a particular region, which can add to the originality, especially as there is limited prior research in this specific context. The study’s exploration of leadership styles is original in the sense that it provides insights into the leadership behaviors and traits of nursing managers in the given context. The emphasis on factors such as positive thinking and leadership knowledge as influential elements adds originality to the study.

Impact of School Head Leadership Style in Enhancing Teachers’ Work Performance in Public Secondary Schools: A Case of Ilala City, Tanzania

This study investigates the impact of school head leadership styles on teacher performance in public secondary schools in Ilala City, Tanzania. Centered on transformational leadership theory, the research identifies the predominant leadership styles of school heads and examines their influence on teachers’ performance, the challenges encountered in enhancing job performance, and the strategies employed to overcome these challenges. Utilizing a qualitative research approach and a descriptive case study design, data were collected from 42 respondents, including six school heads and 36 teachers, through interviews, focus group discussions, and documentary reviews. The findings indicate that school heads face challenges such as resistance to change, limited resources, heavy workloads, and a constantly evolving educational landscape. To address these challenges, school heads adopt strategies such as creating supportive work environments, setting clear goals, recognizing efforts and achievements to motivate teachers, and ensuring the availability of necessary resources. The study recommends the establishment of supportive work environments, the development of change management strategies, advocacy for adequate resources, and the provision of training, mentoring, and coaching to enable school heads to adopt effective leadership styles and enhance teachers’ job performance.

Public Administration Leadership and Public Policies

This is a study of Portuguese central public administration addressing leadership typology, using the Full Range Leadership (FRL) model to better understand the leadership effectiveness process (Bass & Avolio, 1994). The study examines of the impact of training, professional experience, and organizational context on managers performance as well as predominant leadership styles. A total of 422 participants in the Portuguese state central public administration responded to this quantitate research.The results indicate that the perception of leadership style differs significantly between leaders and followers, as does the perception of evaluation. Regarding the organization where they work, significant differences were found in the perception of transformational leadership, contingent rewards, laissez-faire, recruitment, training, and evaluation. The association between leadership style and public policies is significant, and this relationship is moderated by whether the participant holds a managerial position. This study tells us what type of leadership is predominant in public administration and its association withpublic policies.

Predominant Leadership Styles Used by SMES In Zimbabwe: A Case of Bulawayo’s Central Business Area

The growth and success of Small and Medium Enterprises (SMEs) is key to the sustainable development of developing countries such as Zimbabwe where deplorable unemployment rates and gigantic gaps between the rich and the poor are widespread. Although SMEs have the capacity to drive economic growth and act as a panacea to the challenges that have bedevilled many African countries, they suffer from high failure rates caused by lack of managerial skills and inappropriate leadership style. The study sought to identify the predominant leadership styles used by SMEs in Zimbabwe by adopting a quantitative research design where a survey was used. Primary data was collected from 241 participants from Bulawayo’s Central Business Area through the use of a closed-ended questionnaire. The study identified two leadership styles namely selective participation style and directional leadership style that were used by SMEs in Zimbabwe. The study concluded that the predominant leadership style used was the directional leadership style. SMEs leaders are encouraged to identify and use a style that will be appropriate for the situation at hand rather than relying only on one style irrespective of the situation.

Caracterización de los estilos de liderazgo de estudiantes del nivel secundario de una institución educativa pública

The purpose of this study was to identify the predominant leadership style of fourth year high school students in a public educational institution in Trujillo. The research is of simple descriptive scope with a non-experimental design, the Leadership Styles Test of Robert R. Blake and Jane S. Mouton (1980) was used as a data collection instrument. Mouton was used as a data collection instrument, being administered in a single moment to 100 fourth grade students of sections "A", "B", "C" and "D" of the Educational Institution Nº81002 "Javier Heraud". Once the data obtained from the test were analyzed, the following results were reported: no student showed a tendency towards the "team leader" style, only one student showed a tendency towards the "authoritarian leader" style, 3 students showed a tendency towards the "social leader" style, 36 students showed a tendency towards the "outside leader" style, and 60 students showed a tendency towards the "balanced leader" style. Concluding that the predominant style among students would be the "balanced leader", however, it is clarified that these styles are not static and the leader can change or combine different styles to achieve the objectives of the team and also maintain good interpersonal relationships in his team.

A Qualitative Study on Business Performance in Turbulent Environment

The combination of business strategies and practices that tends to enhance sustainability of performance has been the subject of only a modest number of scholarly studies, but has been at the forefront of corporate agendas for decades. Dramatic shifts in performance and industry standing occur frequently among firms that develop technology products and services, the ‘technology innovators,’ in part because these firms operate in external business environments that tend to be turbulent. This exploratory study focuses on the integration of these five elements through case studies of three medium to large technology innovator firms operating under medium or high environmental turbulence. Interviews of 10 managers, directors and executives based on a semi-structured guide were augmented by qualitative self-assessment of leadership style, a validated instrument for assessing culture type, pre-interview surveys and secondary data. The results are: a single predominant leadership style setting an expectation of high performance was seen among managers in all three firms, a high presence of Aggressive/Defensive cultural style existed among the firms, and sustainability of performance was believed by interviewees to depend on effective integration of strong leadership style and culture, structure appropriate for innovation, and balanced emphasis on strategic positioning and operational effectiveness.

Leadership in the face of digital transformation in an Ecuadorian manufacturing company in 2020

The present research focused on determining the predominant leadership style in the productive areas of an Ecuadorian manufacturing company, and the level of digital transformation during the year 2020. The study was developed through cross-sectional descriptive research. The multifactorial leadership questionnaire and key performance indicators were used as instruments, which were applied digitally using Google forms. The population studied was 151 workers and the sampling technique was probabilistic. The results allowed determining that 74% of the transformational leadership guidelines are practiced, 77% of transactional leadership and 9% of laissez-faire. The level of digital transformation had an increase of 19% in the fourth quarter compared to the first quarter of the year, evidencing in practice the implementation of automation mechanisms, use of digital media and documents and implementation of technology. It was concluded throughnthe literature and theoretical review that to face the technological advance, the transformation leadership style with all its dimensions is the most appropriate because it promotes development, innovation and knowledge management

Do school leaders in the Emirate of Abu Dhabi predominantly practice a transformational, transactional, or laissez-faire style of leadership?

PurposeThe purpose of this study is to understand the predominant leadership style of school leaders in Abu Dhabi. The leadership style deployed by a school leader affects the performance of the school and its pupils. Methods for identifying the leadership style of school leaders in the UAE have varied, and it is difficult to conclude what the predominant leadership style is. Some studies have sought only to identify a specific leadership style, whilst others have focussed on a particular school type. Changes and improvements cannot be made without an understanding of the baseline leadership style.Design/methodology/approachThe 36-item multifactor leadership questionnaire (MLQ)5x questionnaire (Bass and Avolio, 2004) is used to quantitatively understand the full range of school leaders’ leadership styles, with 167 respondents from across both public and private schools.FindingsSchool leaders predominantly exhibited transformational leadership, practising transactional leadership less frequently and rarely using laissez-faire leadership. This is a positive finding for schools in the UAE; transformational leadership has been shown to result in improved subordinate and organisational performance. Differences between school leaders in public and private schools were tested and are discussed. Dimension reduction techniques were used to assess the structure of the 36-item MLQ5x but did not provide results that met minimum requirements for acceptability. Possible reasons for this are discussed.Originality/valueTo the best of the author’s knowledge, this paper is the first to fully explore and baseline an understanding of the predominant leadership style amongst school leaders in the UAE, identifying the full range of leadership styles – transformation, transactional and laissez-faire – in both public and private schools.

A Systematic Review of Leadership Styles in Organizations: Introducing the Concept of a Task-Relationship–Change Leadership Network

Despite the leadership literature involving a spread spectrum of relevant frameworks to explain leadership behaviors, there is still an ever-increasing demand for more conceptual transparency in leadership styles, characteristics, and their impacts on members and organizations. This study aims to systematically review and identify all the leadership styles and presents a leadership network of all styles based on the seven steps proposed by Scaringella and Radziwon [2018] . A total of 59 articles were consequently selected according to the protocols and then the predominant leadership styles, as well as their characteristics, were investigated and classified in terms of the three criteria namely “task”, “relationship”, and “change” and a [Formula: see text] leadership network was created covering retrogressive and passive leadership (frame 1.1), authentic and exchange-oriented leadership (frame 9.1), influential and transactional leadership (frame 1.9), transformational leadership (frame 9.9), and balanced leadership (frame 5.5). The proposed network indeed coherently covers all the leadership styles reviewed and presents a framework for shifting towards transformational leadership. This network should be viewed as a coherent entirety and all the six leadership concepts including training, behaviors, culture, competencies, succession, and evaluation need to be taken into consideration.

Equipping soldiers to benefit from goal-focused leadership: The moderating effects of non-discriminatory leader behaviors and workgroup cohesion

ABSTRACT We apply the Job Demands-Resources model to explicate how two contextual factors (nondiscriminatory leadership behavior and cohesion) may equip subordinates to benefit from the leadership style of goal-focused leadership (GFL), a predominant leadership style in the military context. We predict that only when GFL is delivered in conjunction with nondiscriminatory leadership behaviors in a cohesive workgroup (which, we theorize, combine to create a resource-rich environment), subordinates may experience the lowest levels of exhaustion. We tested our hypothesis in two independent samples of uniformed United States Department of Defense personnel deployed in non-combat zones, and results are fully supportive. We add to recent efforts to expand the nomological network of GFL, pinpointing situational factors that may equip subordinates to experience lower (rather than higher) exhaustion when working with a goal-focused leader. In doing so, we also contribute to theory on diversity and stress, and we suggest practical applications for leadership across a range of hierarchical contexts, including the military and other large organizations. In all, our work may help inform the proper balance of leadership and workgroup factors, which determine the optimal context in which individuals can be equipped to benefit from GFL.

The Effect of Leadership Styles on Employee’s Productivity in the Nigerian Oil and Gas Industry

The purpose of this study is to examine the effect of leadership style on employee productivity in the Nigerian oil and gas industry using Chevron Nigeria Limited as a case study. The study used a five-point Likert scale questionnaire consisting of forty questions covering autocratic, democratic, bureaucratic, laissez-faire, transactional, charismatic leadership styles and employee productivity variables. The questionnaire was deployed to one hundred and twenty-five respondents (125) and received ninety-three (93) valid responses. Statistical Package for the Social Sciences (SPSS) was used to analyze respondent responses. Demographic analysis, normality test, homoscedasticity, multicollinearity, reliability test (Cronbach’s Alpha) were presented; results affirm the validity and reliability of research findings. The results of the descriptive and regression analysis indicate that the autocratic leadership style is the most predominant leadership style in the Nigerian Oil and Gas followed by laissez-faire, bureaucratic, transactional, democratic and charismatic leadership styles. The study concludes that leadership styles significantly influence employee productivity albeit different leadership styles have varying effects on employee productivity and varying leadership styles can co-exist within the same organization. The study highlighted various policy implications and recommendations. This study adds to the existing literature on leadership practice and is intended to be a reference point to scholars and researchers for further studies on leadership practices in the oil and gas industry.

Nursing Leadership, Associated Sociodemographic and Professional Factors: The Perception of Leaders and Evaluators

Objective: To assess the leadership styles of the assistance Nursing professionals and their associated sociodemographic and professional factors. Materials and methods: An analytical and cross-sectional study. The sample comprised 75 Nursing professionals and 170 Nursing assistants selected for convenience. The Multifactorial Leadership Questionnaire was applied to assess leadership and the organizational result variables. Results: The predominant leadership styles were as follows: transformational (mean of 3.43) and transactional (3.40), which presented high correlation rates with satisfaction, efficacy and additional effort. The leadership style least perceived by the staff was corrective/avoidance (2.10). In transformational leadership, behavioral influence and inspirational motivation presented better scores in the leaders’ self-perception. Age, marital status and having children evidenced statistically significant differences with the transformational and transactional leadership styles; work experience was significant with transactional leadership. Conclusions: In their work, Nursing professionals denote encouraging practices that are inherent to transformational leadership, which is related to changes in the organizational culture, leads to motivating and inspiring the subordinates to transcend the routines and increases their satisfaction and commitment to their duties, thus being an important factor in health institutions.

Resilience and Leadership Effectiveness

The study sought to evaluate the resilience profile, the predominant leadership styles, the leadership effectiveness, and the relationship between the resilience factor and leadership effectiveness of a group of executives. In order to evaluate the resilience profile a closed instrument of Likert type has been developed and applied. To identify the predominant leadership styles, as well as the leadership effectiveness of the involved executives, it has been used an instrument available in the market. To verify the relationship between resilience factor and leadership effectiveness, it has been used the linear regression method computing the linear correlation coefficient between the before mentioned variables, involving 100 executives. The study has shown that the executives have a moderate resilience level in their resilience profile, with predominance of self-efficacy and reaching out. Additionally the study has uncovered lack of flexibility regarding the leadership styles, presenting styles of selling and sharing ideas as dominants. The study also showed that the leadership effectiveness of the involved executives was at a moderate level. Finally, the research pointed out a high positive relationship between executives resilience factor and leadership effectiveness.

An investigation into the relationship between principals’ leadership styles and level of technology integration in Moroccan public schools

ABSTRACT Modern educational systems require school principals to be not only simple administrators, but also leaders who can use, manipulate and help in integrating and spreading the use of technology in schools. To explore this new role, the present study investigates the link between Moroccan school principals’ leadership styles and level of technology integration. Within a quantitative method design, the Multi-factor Leadership Questionnaire (MLQ) and the Level of Technology Integration questionnaire (LoTi) for building administrators were used to identify the predominant leadership styles and measure school principals’ level of technology integration in schools. Findings related to this later revealed that Moroccan school principals’ level of technology integration is low to moderate according to the LoTi scale. For leadership styles, the descriptive analysis suggests that the most frequently used leadership style was transformational leadership style (M = 39.74), followed by transactional leadership style (M = 20.30), and finally the laissez-faire leadership style (M = 03.41). These differences in descriptive statistics reached significance in the inferential analysis as well.

Leadership Style and Gender: A Study of Spanish Cooperatives

The growing global need for social cohesion and sustainable development gives visibility to cooperatives because their principles help to achieve these objectives and the adoption of Sustainable Development Goals (SDGs). Among them, gender equality policies are in the forefront. This paper explains how cooperatives contribute to women’s professional opportunities and to balancing the presence of women in management positions. It analyzes the predominant leadership styles and gender differences in cooperatives with a sample of 114 cooperative firms. The results show that: (a) Both transformational and transactional leadership styles are widely used; (b) no significant differences in leadership styles between men and women exist; and (c) the composition of management teams results in significant leadership style differences. The transformational style is less often used in mixed teams with a male majority and a woman president, and most often used in homogeneous teams (made up of only men or only women). Transactional leadership is more frequently implemented in teams made up only of women than in mixed masculine teams with a female president. These findings identify women’s leadership styles in cooperatives, pointing out their difficulties and introducing innovative proposals for contributing to their success and the achievement of SDGs in cooperatives.

THE LEADERSHIP PRACTICES EMPLOYED AMONG STUDENT LEADERS OF IFUGAO STATE UNIVERSITY POTIA CAMPUS

This study aimed to find out the leadership practices employed among the student organization officers of IFSU-Potia. This study identified the profiles of respondents; predominant leadership practices; leading leadership styles; perceived leadership practices of the student leaders and program to propose to enhance the leadership practices of the student leaders. The descriptive-survey research design was used to gather information with regard to the leadership styles, leading leadership practices and prevalent management styles adopted by the IFSU Potia Campus officers from the different organizations. One-hundred twelve (112) officers were respondents using total enumeration. The researchers adopted the questionnaire but some modifications were made to fit the study. Result showed that encourage the efforts of the members in working together toward improving the organization and students need to be involved in execution of the organizations’ purpose prevailed as the predominant leadership styles of the officers while letting the members and other officers feel responsible for the product themselves and initiating organization leader to identify their own problem and have them find solutions to their own problem obtained the highest mean in terms of the leading leadership styles among the officers. Result indicated that almost all management styles are next most favored except totalitarian and tyrannical style by respondents. Therefore, the student leaders are transformational and transactional based on the findings of the study. It is notable that, the administrators should initiate relevant activities in terms of leadership and management among the student leaders in order to cope with the trends of leadership.