scholarly journals Preferred leadership style, managerial and entrepreneurial inclination among Hungarian students

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Éva Perpék ◽  
Ágnes Győri ◽  
György Lengyel
Keyword(s):  
University Students ◽  
Leadership Styles ◽  
Leadership Style ◽  
Complex Analysis ◽  
Full Range ◽  
Cultural Resources ◽  
Exploratory Research ◽  
Online Questionnaire ◽  
Full Range Leadership ◽  
Style Preferences

AbstractAlthough a great deal of research has been done on leadership styles, and university students have often been the subject of exploratory research in social sciences, the Full Range Leadership model has been applied to young people only in a few instances. In this article, the authors seek to survey the preferred leadership styles among Hungarian students and explore how they correlate with managerial and entrepreneurial inclination. A complex analysis of leadership style preferences of university students combined with their managerial and entrepreneurial inclination, social and cultural resources is rare in the research practice so far. The online questionnaire used in the research was completed by 335 university students studying economics, engineering and social studies both in Budapest and in the country. The questionnaire was completed by 335 university students. The results are exploratory and they amend the existing leadership typologies at some points. Based on the results of the Multifactor Leadership Questionnaire featuring 36 self-rating items, four distinct leadership styles emerged within the target group, representing the transformational, the supportive, the defensive, and the laissez-faire leadership types. The multivariate analysis has shown that while managerial inclination is related to the transformational style of leadership, entrepreneurial aspirations are associated with the transformational and supportive leadership styles.

Transactional and transformational leadership: a study of Indonesian managers

2019 ◽  
Vol 43 (6) ◽  
pp. 645-667
Author(s):  
Somchanok Passakonjaras ◽  
Yanki Hartijasti
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Ethnic Differences ◽  
Full Range ◽  
Leadership Theory ◽  
Content Type ◽  
Theoretical Contribution ◽  
Full Range Leadership ◽  
Laissez Faire

Purpose Indonesia was chosen to be a site of study on leadership style due to its high economic growth potential. The primary objectives of this study are twofold. This paper aims to, first, explore the leadership styles of Indonesian managers and investigate whether the full range leadership theory by Bass (1985), i.e. transformational, transactional and laissez-faire leadership, is applicable in the Indonesian context and second, investigate whether there are differences in leadership styles among Indonesian managers, as Indonesian people are composed of over 300 ethnicities. Design/methodology/approach Respondents were asked to rate their direct bosses on leadership and their perceived performance on an multifactor leadership questionnaire. In all, 425 Indonesian managers participated in the study. Multiple regression and t-test were used to address the above research questions. Findings Results indicated that the full range leadership theory is applicable in the Indonesian context, in which Indonesian people generally rate their superiors who use transformational leadership higher than those who use transactional and laissez-faire leadership. Ethnic differences in leadership style were found between that of Padang and Javanese and of Padang and Chinese. Padang managers, whose cultural values are quite unique, seem to practice more transformational leadership and contingent reward, which is a positive reinforcement in transactional leadership. Research limitations/implications Common method bias may occur due to the single source of data, i.e. subordinates. The confidentiality of the survey helps reduce the bias as subordinates could evaluate their bosses in a true manner. In addition, categorizing ethnicities among Indonesians is not an easy task. A finer distinction of ethnicities is certainly needed in future research. Practical implications The results are useful for human resource department in selecting the potential leaders, as transformational leaders are generally more preferable. In addition, the findings shed some light on the effective leadership styles of Indonesian managers perceived by their subordinates. Originality/value One major theoretical contribution of this study is a proof of the applicability of the full range leadership theory by Bass (1985) in Indonesian work setting. It confirms the extension of the theory’s universality. A unique theoretical contribution of this study is its being the first study that addresses the ethnic differences in leadership style in Indonesia.

scholarly journals The role of Motivational Factors on Employee Engagement at Readymade Garments Industry, with Leadership as Moderator

2020 ◽  
Author(s):  
Dalowar Hossan ◽  
Zuraina Binti Dato' Mansor ◽  
Mst Fahima Aktar ◽  
Nurain binti mohd roshedi ◽  
Saurov Roy
Keyword(s):  
Leadership Styles ◽  
Employee Engagement ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Full Range ◽  
Motivational Factors ◽  
Path Coefficient ◽  
Full Range Leadership ◽  
Transactional Leadership Style ◽  
The Relationship

The current study aims to extend the literature by examining the moderating effect of leadership styles on the relationship between motivational factors and employee engagement in the context of the readymade garments (RMG) industry of Bangladeshwhere both leadership styles, motivational factors and employee engagement are known to be at an unsatisfactory level. The study used Herzberg’s two-factor theory and the full range leadership model. Quantitative technique had been used and the hypotheses were investigated through path coefficient analysis of 387 employees at the RMG industry of Bangladesh. The findings show thatextrinsic motivational factors, intrinsic motivational factors, transactional leadership style and transformational leadership stylehave significant effect on employee engagement as well as transactional leadership style moderates the relationship between intrinsic motivational factors and employee engagement. The paper discusses the implications of the findings and provides constructive suggestions on how to use motivational factors and leadership styles to positively impact employee engagement. The conclusionsrecommend that the industry focuses on leadership styles and motivational factors in order to fulfil more ambitious targets and sustain business for the long term.

The Relationship between Integrated Marketing Communication and Leadership Styles - In the Context of Malaysian Higher Education

2018 ◽  
Vol 1 (1) ◽  
Author(s):  
Siti Aishah Chu Abdulllah ◽  
Mohamad Md Yussoff ◽  
Hasrina Mustafa
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Full Range ◽  
Leadership Theory ◽  
Marketing Communication ◽  
Intellectual Stimulation ◽  
Integrated Marketing ◽  
Integrated Marketing Communication ◽  
Strategic Integration ◽  
Full Range Leadership

The purposes of this study are to assess the level of IMC implementation, to investigate the factors for developing and implementing a successful IMC plan, and to determine the interconnection between leadership styles and IMC in the selected Malaysian public and private higher learning institutions (HLIs) based on the perceptions of administrators and lecturers. Qualitative methods were employed, whereby IMC four-stage framework and seven dimensions of full range leadership theory served as the basis of this study. The results of this study show that a majority of the interviewees claimed that their institutions have reached stage 4 (strategic integration) of the IMC framework. Nevertheless, there were inconsistencies in the answers between the administrators and lecturers. The results also reveal that the important factors in developing and implementing a successful IMC plan in Malaysian HLIs are uniting functional operations by aligning the activities of the HLIs toward serving the customers, getting support from the top management of HLIs, studying their customers thoroughly, and utilising social networks to communicate with their current and prospective customers. Moreover, the leadership styles practised in the interviewees� institutions expose that the dimension of intellectual stimulation was the most mentioned, followed by laissez-faire, inspirational motivation, and management-by-exception. The leaders of the selected Malaysian public HLIs showed a higher tendency of practising transformational leadership style compared to the leaders of the selected Malaysian private HLIs who showed the tendency of practising transactional leadership style. Thus, practising an appropriate leadership style is an important factor that influences the effectiveness of leaders in the Malaysian HLIs.�Keywords: Integrated marketing communication; integrated marketing communication framework; leadership styles; full range leadership theory.

scholarly journals Professional Development in Greek Military Services. Searching a Dominant Leadership Style

2016 ◽  
Vol 2 (4) ◽  
pp. 8
Author(s):  
Elissavet Karageorgou ◽  
Georgios Deligeorgiou ◽  
Lazaros Rizopoulos ◽  
Theodoros Stefou
Keyword(s):  
Leadership Style ◽  
Military Service ◽  
Code Of Ethics ◽  
Full Range ◽  
Hierarchical Structures ◽  
Relevant Information ◽  
Military Leader ◽  
Military Leaders ◽  
Full Range Leadership ◽  
Common Basis

Leadership is a focal concept to the functioning of all modern organizations. The leader of an organization is the architect required to create vision and strategy. Management and leadership, the third ranking of administration, is a motivating and guiding Human Resource (HR) in order to contribute effectively to achieving the objectives of an organization. A military service is a complex living mixture of body collections, roles, rules and culture. In terms of numbers, the Greek Army has hundreds of hierarchical structures and about 70,000 active personnel. There is a clear gradation of hierarchy and a code of ethics. At the same time, there is individual leadership, where a military leader commands his/her unit with a distinct and personal style. This research aims at seeking a leadership style based on a personal level to be exercised within the framework of strict structures of HR, that, when effectively exercised, helps younger military leaders improve themselves and also to be used as a proper model in a common basis for thinking and learning about leadership. Fifty officers provided relevant information by filling-in a corresponding number of Multifactor Leadership Questionnaires (MLQ) with fourty five close-ended questions, which count the extent of leadership styles as Full Range Leadership: Transformational, Transactional and Avoidant. The MLQ also examines Leadership Outcomes: Extra Effort, Effectiveness and Satisfaction. Data elaboration and statistical analysis were performed. The dominant leadership style and potential vision resulting from this style are indentified.

scholarly journals Public servants’ perception of leadership style and its impact on organizational commitment

2020 ◽  
Vol 18 (4) ◽  
pp. 319-333
Author(s):  
Bissane Harb ◽  
Boutheina Hachem ◽  
Hassan Hamdan
Keyword(s):  
Organizational Commitment ◽  
Public Sector ◽  
Leadership Styles ◽  
Leadership Style ◽  
Online Survey ◽  
Full Range ◽  
Public Servants ◽  
Public Managers ◽  
The Relationship

Lebanon is facing an unprecedented political and economic crisis. Consequently, the country now urgently needs more than ever committed public managers, more involved and more effective in their work responsibilities to enhance public sector performance and reduce the consequences of the crisis. Little research has been done on the role of leadership in promoting organizational commitment in the public sector in Lebanon. Thus, referring to the leadership full range theory, this study aims to investigate the association between leadership styles and organizational commitment with the mediating role of Leader-member exchange (LMX). It further aims to examine the relationships between gender, leadership style, LMX and organizational commitment in the Lebanese public context.Data were collected via an online survey on a sample composed of 132 middle managers working in six public administrations in Lebanon. Linear and multiple regression analyses were carried out to test the direct and indirect effect of leadership styles on organizational commitment. The results indicated that both two styles of Bass are positively correlated with organizational commitment. The results also revealed a significant relationship between public servant gender and the quality of his relationship with the leader. Moreover, results showed that LMX doesn’t mediate the relationship between transformational leadership and organizational commitment, although it partially mediates the relationship between transactional leadership and organizational commitment. This study contributes to understanding of the mechanisms of developing organizational commitment through leadership styles. It also has implications for public service recruitment and training policies.

scholarly journals Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations

2021 ◽  
Vol 10 (1) ◽  
pp. 313-321
Author(s):  
MUHAMMAD NAVEED RIAZ ◽  
MASUD AKHTAR ◽  
GILNAZ MURTAZA
Keyword(s):  
Decision Making ◽  
Leadership Styles ◽  
Full Range ◽  
Hierarchical Regression ◽  
Full Range Leadership ◽  
Multifactor Leadership ◽  
Decision Making Styles ◽  
Laissez Faire ◽  
Moderating Role

The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multifactor Leadership Questionnaire, Decision Situations Scale and General Decision-making Styles Questionnaire were administered on 1200 employees. Hierarchical regression analysis revealed that certainty moderated between transformational style and rational style. Uncertainty moderated between transformational style and spontaneous style. Certainty moderated between transactional leadership and rational style. Uncertainty moderated between laissez faire and dependent, avoidant decision-making style. Overall, the present study contributes to style, situational and contingency theories of leadership. Keywords: Decision-Making Situations, Leadership Styles, Decision-Making Styles.

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

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali Aldhaheri
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Private Schools ◽  
School Leaders ◽  
Full Range ◽  
Abu Dhabi ◽  
Public And Private ◽  
Content Type ◽  
Laissez Faire

Purpose The 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/approach The 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. Findings School 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/value To 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.

Connecting influence tactics with full-range leadership styles

2018 ◽  
Vol 39 (1) ◽  
pp. 2-13 ◽  
Author(s):  
Guy J. Curtis
Keyword(s):  
Leadership Styles ◽  
Full Range ◽  
Influence Tactics ◽  
Future Research ◽  
Content Type ◽  
Rational Persuasion ◽  
Full Range Leadership ◽  
Leaders And Followers ◽  
Transformational And Transactional Leadership ◽  
Power And Influence

Purpose Full-range leadership theory and power-and-influence approaches to leadership emerge from different theoretical traditions, but may overlap conceptually and practically. Previous research has found connections between full-range leadership styles and leaders’ influencing behaviors. However, this research has been conceptually and methodologically limited, neither examining all full-range leadership styles nor all common influence tactics, and measuring only employees’ perceptions. The purpose of this paper is to address these limitations. Design/methodology/approach Follower-rated leadership styles and influence tactics, and leader-rated leadership styles were surveyed for 160 pairs of leaders and followers (n=320). Findings Core influence tactics and apprising were correlated with, and predicted, follower-rated transformational and transactional leadership, but confirmatory factor analysis provided a more nuanced view of these relationships. Rational persuasion (negatively) predicted passive-avoidant leadership. There were few significant correlations between leader-self-rated leadership styles and followers’ ratings of leaders’ influence tactics. Originality/value This study extends upon previous studies by more comprehensively connecting full-range leadership styles and influence tactics, and doing so with both leader-rated and follower-rated leadership styles. The results help to provide a clearer picture of the overlap between full-range and power-and-influence theories of leadership. The mismatches between results from leader-rated and follower-rated leadership styles raise conceptual, practical, and methodological questions for future research.

scholarly journals The Effects of Environment Uncertainty and Leadership Styles on Organisational Innovativeness

2020 ◽  
Vol 31 (4) ◽  
pp. 472-486
Author(s):  
Maja Strugar Jelača ◽  
Nikola Milićević ◽  
Radmila Bjekić ◽  
Viktorija Petrov
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Structural Equation ◽  
Practical Implication ◽  
Full Range ◽  
Negative Influence ◽  
Equation Model ◽  
Leadership Theory ◽  
Eastern European ◽  
South Eastern

The paper aims to better understand the importance of a company’s external environment uncertainty level and the CEO’s leadership style for innovation. Different leadership styles were assessed in the context of a full range leadership theory, namely: transformational (Tfl), transactional (Tsl) and passive leadership (PL). Partial Least Squares-Structural Equation Model was developed, tested and validated to explain the effect of environment uncertainty and leadership style on organisational innovativeness. The hypotheses were tested using responses of managers from 159 medium and large organisations in the Republic of Serbia during 2017. The results suggest that there is a statistically significant relationship between environment uncertainty and organisational innovativeness, while transformational leadership was described as important leadership style that cannot be ignored if organisation wants to improve organisational innovativeness. Influence of transactional leadership was not statistically significant, while passive leadership style was found to have the negative influence on organisational innovativeness. Based on the results of the study, practical implication of creating a more supportive workplace for all types of innovation is emphasised. Encouraging managers to predominantly use proactive leadership, i.e. transformational style, facilitates significant innovative capacity. The effective use of leadership style and its innovativeness in South-eastern European countries is vastly unexplored. Thus, the results of the research fill the literature gap between Western leadership theory and South-eastern European context.

scholarly journals Professional Development in Greek Military Services. Searching a Dominant Leadership Style

2016 ◽  
Vol 6 (1) ◽  
pp. 8
Author(s):  
Elissavet Karageorgou ◽  
Georgios Deligeorgiou ◽  
Lazaros Rizopoulos ◽  
Theodoros Stefou
Keyword(s):  
Leadership Style ◽  
Military Service ◽  
Code Of Ethics ◽  
Full Range ◽  
Hierarchical Structures ◽  
Relevant Information ◽  
Military Leader ◽  
Military Leaders ◽  
Full Range Leadership ◽  
Common Basis

Leadership is a focal concept to the functioning of all modern organizations. The leader of an organization is the architect required to create vision and strategy. Management and leadership, the third ranking of administration, is a motivating and guiding Human Resource (HR) in order to contribute effectively to achieving the objectives of an organization. A military service is a complex living mixture of body collections, roles, rules and culture. In terms of numbers, the Greek Army has hundreds of hierarchical structures and about 70,000 active personnel. There is a clear gradation of hierarchy and a code of ethics. At the same time, there is individual leadership, where a military leader commands his/her unit with a distinct and personal style. This research aims at seeking a leadership style based on a personal level to be exercised within the framework of strict structures of HR, that, when effectively exercised, helps younger military leaders improve themselves and also to be used as a proper model in a common basis for thinking and learning about leadership. Fifty officers provided relevant information by filling-in a corresponding number of Multifactor Leadership Questionnaires (MLQ) with fourty five close-ended questions, which count the extent of leadership styles as Full Range Leadership: Transformational, Transactional and Avoidant. The MLQ also examines Leadership Outcomes: Extra Effort, Effectiveness and Satisfaction. Data elaboration and statistical analysis were performed. The dominant leadership style and potential vision resulting from this style are indentified.

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