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