The impact of personal and organisational variables on the leadership styles of managers

Abstract

While several studies have examined only one dimension of the leadership styles of managers this study has investigated several variables for their possible individual and joint impact on the managerial practices of organisational leaders. The rationale for the study was to obtain a more complete and accurate picture of the variables related to leadership practice. Collecting data from more than 400 managers from UK industries, it finds that age is directly related to the consultative, participative and delegative leadership styles of managers. The older a manager, ceteris paribus, the more consultative, participative and delegative leadership processes s/he engages in, preferring more of collective decisions in contrast with younger managers who appear happy to take decisions that may not necessarily get the approval of the majority of workers. It was interesting to find that hierarchy is directly related to consultative and participative leadership style, but not to directive or delegative leadership. While gender alone does not appear to affect the result in any significant and systematic way, a number of multiple variables, including gender and hierarchy, for example, proved to be useful in explaining the complex styles of managers.

Keywords:

• leadership styles
• managerial practices
• organisational leaders
• organisational variables
• personal variables