The purpose of this study is to examine the effect of leadership styles on organizational performance in Amhara water work21`s construction enterprise. The study encompasses all employees working in the four offices of the enterprise and 283 respondents were drawn from all offices by using stratified sampling technique. From leadership types, three independent variables were considered to affect organizational performance. Namely, laissez-faire leadership styles, transactional leadership style and transformational leadership style. In order to test whether these variables determine the performance of the organization, multiple regressions was employed which is feasible model when there is more than one independent variable. Lastly, it was found that all factors are most prevalent in the prediction of organizational performance of Amhara Water Works construction enterprise. In general, the study revealed organizational performance of Amhara water works construction enterprise is good and leaders are using transactional and transformational leadership but leaders are not using laissezfaire leadership style.
The position of Chief Learning Officer (CLO) is relatively new in business organizations, and little research has been conducted on this function. With the global proliferation of knowledge, the CLO assumes increasing importance for organizational success. This quantitative study explored CLOs' leadership styles and participation in strategic learning decision making. The study purpose was to determine whether significant relationships existed between learning executives leadership styles, their participation in strategic learning decisions, and salient demographic factors. A cross-sectional survey design was used to test seven hypotheses with learning executives from U.S. companies. A significant relationship was found between CLOs leadership styles and participation in strategic decision making, with statistically significant p values for transactional leadership (.034423) and laissez-faire leadership (-.18274).
Leaders, research shows, inevitably face conflict in their organizations and spend a large portion of their days resolving conflict. Different leaders resolve conflict in different manners. Following previous research that examined personality type and conflict management styles, this dissertation study explored the relationship between leadership styles Transactional, Transformational, and Laissez-faire and conflict management styles Competing, Collaborating, Compromising, Avoiding, and Accommodating. This study found many positive correlations between leadership styles and conflict management styles. For example, Transactional Leadership and the Competing conflict management style were positively correlated, as were Transformational Leadership and the Collaborating conflict management style. Additional insight regarding leadership styles and conflict management styles may help leaders of organizations more efficiently and more effectively resolve conflict. Whereas this study is important, future researchers should explore the implications of the current study to corroborate any implied relationships that may exist between leadership styles and conflict management styles.
The purpose of this descriptive, quantitative, non-experimental, cross-sectional study was to determine the self-perceived leadership style of principals in an era of accountability. The research instrument was the Multifactor Leadership Questionnaire with added demographic questions. In addition to the determination of the self-perceived principal leadership style, the intention of this study was to determine the possible relationship of demographic variables such as principal gender, experience, ethnicity, school type, school grade, and school socioeconomic status determined by Title I on leadership styles. The participants of the study were principals from three large school districts in the state of Florida. The dependent variable was the principal leadership style categorized on the MLQ as transactional, transformational, or laissez-faire. The MLQ also determined the use of behaviors categorized as laissez-faire, authoritative, or participative. The independent variables were the demographic variables, principal gender, ethnicity, years of experience as a school principal, school type, school grade, and school socioeconomic status defined by Title I.
The effective leaders are enablers that directly points to competent and committed employees. Studies in the organizational psychology and organizational behavior literatures have shown that leadership styles and employee commitment are of major factors to the organizational success or failure. The purpose of this study was to investigate the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitments (affective, continuance, and normative commitment) in of Save the Children International Ethiopia Country office. Total participants in the research were 104, included 64 support staffs and 40 leaders and senior managers, with a nonresponse rate of 15.38 percent from both leaders and subordinates. Two separate instruments, namely multifactor leadership questionnaire and organizational commitment questionnaire, were used to measure leadership styles and employees' organizational commitment respectively.
Information and communication technologies (ICTs) infiltrate nearly every aspect of modern life. This pervasive technological revolution has led to significant growth in the utilization of ICTs. One specific undesirable phenomenon suggested to originate from the use of ICTs at home and at work is known as technostress. At the workplace, technostress not only impairs performance, productivity, employee commitment, and job satisfaction, but also increases the incidence of absenteeism and turnover. To date, the literature has not considered the impact that leadership style may have on the prevalence of technostress in practice. Utilizing a multiple linear regression analysis, this study evaluated whether transformational, transactional, or laissez-faire leadership styles and demographic factors including age, gender, education, and industry experience, influenced the perceived level of technostress in information technology managers working in the United States between the ages of 18 to 65. Results indicated that both transactional and laissez-faire leadership styles were statistically significant and positively influenced technostress.
The effective leaders are enablers that directly points to competent and committed employees. Studies in the organizational psychology and organizational behavior literatures have shown that leadership styles and employee commitment are of major factors to the organizational success or failure. The purpose of this study was to investigate the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitments (affective, continuance, and normative commitment) in Private Higher Education Institutions (PHEIs) at Addis Ababa City. By using stratified and simple random sampling techniques, 115 participants- included 95 academic staff and 20 leaders- were involved in a research from purposively selected 12 PHEIs with a non-response rate of 27.7%. Two separate instruments, namely multifactor leadership questionnaire (MLQ) and organizational commitment questionnaire (OCQ), were used to measure leadership styles and employees' organizational commitment respectively. The survey data was processed using an SPSS (version 16).
The present study was aimed to investigate how the five dimensions of personality traits and self-esteem are related to the full range model of leadership styles, in Colombo, Sri Lanka. Data were collected from 150 voluntary participants, using the Big Five Personality Test, Rosenberg Self-Esteem Scale and Northouse Leadership Style Questionnaire. Data were analyzed using SPSS and findings revealed association between personality traits, leadership styles and self-esteem. The personality trait Agreeableness showed strongest while Extraversion least relationship to leadership style. Transformational leadership style was related to the Agreeableness and Conscientiousness, Extraversion to Transactional leadership style and Neuroticism was related to both Transactional and Transformational leadership styles, while Openness associated to Laissez-Faire leadership style. Extraversion was strongest and Neuroticism was least related to self-esteem. Self-esteem was significantly different between Transformational and Laissez-Faire leadership styles. Transformational leadership style was predicted by Openness and Laissez-Faire leadership style by Extraversion, with no effect from self-esteem.
Staff performance and ability to generate outputs is greatly dependent upon the leadership style of their leaders. This book gives insight about the outcomes of leadership styles on employee performance at Natural Chemotherapeutics Research Institute (NCRI) by reporting the outcomes of corporate style of leadership on employee performance and the effects of the laissez-faire leadership style on employee performance at NCRI. Employees expressed the desire to execute duties under the corporate settings rather than the existing leadership styles though majority did not know much about it, it was concluded that authoritative leadership created dislike to work and reduced the inherent motivation to work freely, and that laissez-faire leadership was mostly applied to departments that had no formal work procedures of performance. Management at NCRI should empower their employees by developing teams and accord to them some measure of power and authority. Management should reduce the practice of authoritative leadership, and advocate for better leadership styles that suite different situations.