Lancaster EPrints

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

Flood, Patrick and Hannan, Eithne and Smith, Ken G and Turner, Thomas and West, Michael and Dawson, Jeremy (2000) Chief executive leadership style, consensus decision making, and top management team effectiveness. European Journal of Work and Organizational Psychology, 9 (3). pp. 401-420. ISSN 1359-432X

Full text not available from this repository.

Abstract

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

Item Type: Article
Journal or Publication Title: European Journal of Work and Organizational Psychology
Subjects: H Social Sciences > HD Industries. Land use. Labor
Departments: Lancaster University Management School > Lancaster University Management School - Other > Centre for Performance-Led HR
ID Code: 55793
Deposited By: ep_importer_pure
Deposited On: 13 Jul 2012 10:33
Refereed?: Yes
Published?: Published
Last Modified: 09 Apr 2014 23:47
Identification Number:
URI: http://eprints.lancs.ac.uk/id/eprint/55793

Actions (login required)

View Item