Chief executive leadership style,consensus decision making,and top management team effectiveness |
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| Authors: | Patrick C Flood Eithne Hannan Ken G Smith Thomas Turner Michael A West Jeremy Dawson |
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| Institution: | 1. College of Business, University of Limerick, Ireland;2. Institute of Work Psychology, University of Sheffield, UK;3. R.H. Smith School of Business, University of Maryland at College Park, USA;4. Department of Personnel and Employment Relations, University of Limerick, Ireland;5. Aston Business School, University of Aston, Birmingham, UK and Centre for Economic Performance, London School of Economics, UK |
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| 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 |
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