Leadership styles and business performance effectiveness

• Main Author: Yusuf, Malisa Suhana
• Format: Thesis
• Language: English; English
• Published: 2011
• Subjects: H Social Sciences (General); HF Commerce
• Online Access: http://eprints.utem.edu.my/id/eprint/14633/; https://plh.utem.edu.my/cgi-bin/koha/opac-detail.pl?biblionumber=85274

Leadership is widely considered to be an important aspect of organizing performance and there are several reasons to suggest the type of leadership styles of particular relevance in this context. However, there is a dearth of both theoretical and empirical work on leadership styles and their subsequent effects on organization performance. The aim of this paper is to report the findings of leadership styles and business performance effectiveness, such participative, supportive and instrumental leadership style. In a study of 109 respondents, the research found participative leadership style was positively associated with business performance. Participative leadership is a style of leadership that involves all members of a team in identifying essential goals and developing procedures or strategies for reach those goals. It allows for the development of additional leaders who can serve the organization at a later date. Because leaders who favor this style encourage active involvement on the part of everyone on the team, people often are able to express their creativity and demonstrate abilities and talents that would not be made apparent otherwise. The discovery of these hidden assets help to benefit the work of the current team, but also alerts the organization to people within the team who should be provided with opportunities to further develop some skill or ability for future use.