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Chief executive leadership style, consensus decision making, and top management team effectiveness

Research output: Contribution to journalJournal article


  • Patrick Flood
  • Eithne Hannan
  • Ken G Smith
  • Thomas Turner
  • Michael West
  • Jeremy Dawson
<mark>Journal publication date</mark>2000
<mark>Journal</mark>European Journal of Work and Organizational Psychology
Issue number3
Number of pages20
Pages (from-to)401-420
<mark>Original language</mark>English


Using data from 79 high technology firms in the US and Ireland this study
concludes that leadership style has both direct and indirect relationships with
consensus decision making and with the reported effectiveness of top management
teams. It focuses on what effective leaders do rather than the individual traits they
possess and distinguishes between four styles of leadership: authoritarian
(characterized by the use of instruction and non-contingent reprimand),
transactional (influence via exchange of valued rewards for services/behaviours),
transformational (inspiring followers to do more than originally expected), and
laissez faire (avoiding decision making and supervisory responsibility). The transformational style of leadership was significantly and positively related, and the
laissez faire style was significantly negatively related to reported team