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

Health Research

Text available via DOI:

https://doi.org/10.1080/135943200417984
Final published version

Research output: Contribution to Journal/Magazine › Journal article › peer-review

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Chief executive leadership style, consensus decision making, and top management team effectiveness. / Flood, Patrick; Hannan, Eithne ; Smith, Ken G et al.
In: European Journal of Work and Organizational Psychology, Vol. 9, No. 3, 2000, p. 401-420.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Flood, P, Hannan, E, Smith, KG, Turner, T, West, M & Dawson, J 2000, 'Chief executive leadership style, consensus decision making, and top management team effectiveness', European Journal of Work and Organizational Psychology, vol. 9, no. 3, pp. 401-420. https://doi.org/10.1080/135943200417984

APA

Flood, P., Hannan, E., Smith, K. G., Turner, T., West, M., & Dawson, J. (2000). Chief executive leadership style, consensus decision making, and top management team effectiveness. European Journal of Work and Organizational Psychology, 9(3), 401-420. https://doi.org/10.1080/135943200417984

Vancouver

Flood P, Hannan E, Smith KG, Turner T, West M, Dawson J. Chief executive leadership style, consensus decision making, and top management team effectiveness. European Journal of Work and Organizational Psychology. 2000;9(3):401-420. doi: 10.1080/135943200417984

Author

Flood, Patrick ; Hannan, Eithne ; Smith, Ken G et al. / Chief executive leadership style, consensus decision making, and top management team effectiveness. In: European Journal of Work and Organizational Psychology. 2000 ; Vol. 9, No. 3. pp. 401-420.

Bibtex

@article{61c1e289fd814bcba0c8cefc10ca84c2,

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

abstract = "Using data from 79 high technology firms in the US and Ireland this studyconcludes that leadership style has both direct and indirect relationships withconsensus decision making and with the reported effectiveness of top managementteams. It focuses on what effective leaders do rather than the individual traits theypossess 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), andlaissez faire (avoiding decision making and supervisory responsibility). The transformational style of leadership was significantly and positively related, and thelaissez faire style was significantly negatively related to reported team",

author = "Patrick Flood and Eithne Hannan and Smith, {Ken G} and Thomas Turner and Michael West and Jeremy Dawson",

year = "2000",

doi = "10.1080/135943200417984",

language = "English",

volume = "9",

pages = "401--420",

journal = "European Journal of Work and Organizational Psychology",

issn = "1359-432X",

publisher = "Taylor and Francis Ltd.",

number = "3",

}

RIS

TY - JOUR

T1 - Chief executive leadership style, consensus decision making, and top management team effectiveness

AU - Flood, Patrick

AU - Hannan, Eithne

AU - Smith, Ken G

AU - Turner, Thomas

AU - West, Michael

AU - Dawson, Jeremy

PY - 2000

Y1 - 2000

N2 - Using data from 79 high technology firms in the US and Ireland this studyconcludes that leadership style has both direct and indirect relationships withconsensus decision making and with the reported effectiveness of top managementteams. It focuses on what effective leaders do rather than the individual traits theypossess 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), andlaissez faire (avoiding decision making and supervisory responsibility). The transformational style of leadership was significantly and positively related, and thelaissez faire style was significantly negatively related to reported team

AB - Using data from 79 high technology firms in the US and Ireland this studyconcludes that leadership style has both direct and indirect relationships withconsensus decision making and with the reported effectiveness of top managementteams. It focuses on what effective leaders do rather than the individual traits theypossess 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), andlaissez faire (avoiding decision making and supervisory responsibility). The transformational style of leadership was significantly and positively related, and thelaissez faire style was significantly negatively related to reported team

U2 - 10.1080/135943200417984

DO - 10.1080/135943200417984

M3 - Journal article

VL - 9

SP - 401

EP - 420

JO - European Journal of Work and Organizational Psychology

JF - European Journal of Work and Organizational Psychology

SN - 1359-432X

IS - 3

ER -

Research

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