The Impact of Leadership Style on Global Management Practices1

Authors


  • 1

    The comments and suggestions raised by the editor and two anonymous Journal of Applied Social Psychology reviewers are greatly appreciated. Thanks also go to Mary Zippo for her proofing assistance.

2 Correspondence concerning this article should be addressed to Allan H. Church, W. Warner Burke Associates, Inc., 201 Wolfs Lane, Pelham, NY 10803. e-mail: allanhc96@aol.com.

Abstract

A study was conducted to explore the impact of differences in leadership style on the practice of global leadership and management. Data were collected from 391 senior managers from a global organization and 1,701 of their direct reports, 358 straight-line supervisors, and 266 dotted-line supervisors. ANOVA results indicate that transformational leaders were rated significantly higher on all behaviors by their direct reports than were transactional leaders. Straight-line supervisors rated transformational leaders significantly higher on managing change- and relationship-management behaviors, whereas dotted-line supervisors rated transformational leaders higher on learning orientation. Finally, transformational leaders were significantly more self-aware (greater congruence in self vs. direct reports' average ratings) regarding the practice of these behaviors. implications for future research are discussed.

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