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Review Paper:
Leadership styles
Nanjundeswaras wamy T. S. * and Swamy D. R.
Department of Industrial Engineering and Management, JSS Academy of T echnical Education, Bangalore, INDIA
*
nswamy.ts@gmail.com
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Advances In Management Vol. 7(1) January (2014)
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Advances In Management Vol. 7(2) February (2014)
Table 1
Leadership styles and components on which leadership styles effect
Author Dimensions of Components Type of the Outcomes
leadership styles Industries
Berson 1 Transformational Employee Telecommunication Impact of transformational
Jonathan Leadership, Satisfaction firms leadership styles is more
7
Linton 2 Transactional And significant to establish quality
Non- Transactional, environment in the R and D part
3 Laissez-Faire of Telecommunication firms
Leadership
Goh Yuan 1 Transformational 1 Job Performance, All types of SMEs The result indicates that the
Sheng et al17 Leadership, 2 Deontology in Singapore ethical behavior of leader have an
2 Transactional Ethical Approach,, important mediating effect
leadership, 3 Teleology Ethical between their leadership styles
Approach. and job performance of
employees
Liliana 1 Participative style Effectiveness SMEs In Chile Supportive and participative
pedraja- 2 Supportive style leadership styles have a pos itive
rejas,Emilion 3 Instrumental style influence on effectiveness in
Rodriguez- SMEs. Instrumental leadership
Ponce,Y Juan has a negative influence on
Rodriguez- effectiveness in small
39
Ponce organizations.
1 Autocratic 1 Job-Related Manufacturing Results shows that workers
Bunmi Leadership Style Tension And organizations Lagos under democratic leadership style
10
Omolayo 2 Democratic 2 Psychological State, Nigeria do not experience higher job-
Leadership Style Sense Of related tension than workers
Community In Work under autocratic leadership style.
Organizations Also, workers under autocratic
style of leadership do not
experience higher sense of
community than workers under
democratic style of leadership
Jui-Kuei Chen 1 Active Participant Big- Five Personal Professors and The results of the study show that
and I-Shuo Style Traits lecturers from leadership style has a significant
Chen23 universities in relationship to innovative
Taiwan operation.
Lirong Long 1 Transformational Organizational Employees from The findings indicate that both
and Leadership change different types of transformational leadership and
Minxin Mao26 2 Transactional private and public transactional leadership have
Leadership organizations in positive impact on organizational
China change.
Hsien-Che Lee 1 Transactional 1 Organizational Electronics The leadership style has a
Yi-Wen Liu 40 Leadership Innovation Information Industry positive relationship on
2 Transformation Performance, in Taiwan organizational innovation
Leadership 2 Organizational performance, and the leadership
Innovation style moderates the relationship
Capability between organizational
innovation capability and
organizational innovation
performance.
Chung-Hsiung 1 Staff Work Hospital Employees Leadership has a significant,
13
Fang et al 1 Leadership Style Satisfaction, positive and direct effect on work
2 Organizational satisfaction and can affect
Commitment 3 organizational commitment and
Work Performance work performance indirectly
through work satisfaction.
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Advances In Management Vol. 7(1) January (2014)
Yafang Tsai, 1 Charismatic 1 Organizational Hospitals employees The results show us that
Shih-Wang leadership Culture in Taiwan organizational cultures influence
Wu, and Hsien- 2 Transformational 2 Ideological the style of leadership. There is
Jui Chung 41 leadership Culture positive correlation between
3 Transactional 3 Hierarchical ideological culture and
leadership Culture transformational leadership.
4 Team leadership 4 Coordinate There is positive correlation
Culture between hierarchical culture and
charismatic leadership. There is
positive correlation between
coordinate culture and team
leadership. There is positive
correlation between rational
culture and transactional
leadership.
Cong Yang 1 Leader‟s Charm, 1 Staffs tourist hotels Leader‟s charm has positive
Yu Wei 42 Psychological employees China effects on employees‟
Empowerment. Satisfaction and service
2 Staffs Satisfaction. innovation.
Duanxu Wang 1 Authoritarian 1 Team Innovations Employees and Study suggested that knowledge
14
et al Leadership 2 Team supervisors in the sharing & team communication
2 Transformational Communications. PRC , China completely mediated the
Leadership 3 Knowledge negative relationship between
3 Transactional Sharing authoritarian leadership and team
Leadership innovation, and partially
4 Benevolent mediated the contributions of
Leadership transformational leadership and
benevolent leadership to team
innovation.
Li-Ren Yang 1 Transactional 1 Teamwork Employees of The analyses suggest that project
and Yen-Ting Leadership a. Taiwanese industry, manager‟s leadership style,
Chen 43 2 Transformation Communication, Taipei, Taiwan teamwork, and project
Leadership b. Collaboration performance are highly
c. Cohesiveness correlated. The findings also
2 Performance indicate that teamwork
dimensions may partially or fully
mediate the relationships between
leadership style and project
performance.
Voon et al37 1 Transactional Job Satisfaction. Malaysian The results showed that
Leadership executives working transformational leadership style
2 Transformation in public sectors, has a stronger relationship with
Leadership Malaysia job satisfaction. This implies that
transformational leadership is
deemed suitable for managing
government organizations
Lu Ye et al27 1 Transactional 1 Innovation Employees of high- The empirical study show that
Leadership Climate, tech corporations in employees‟ perceptions about
2 Transformation 2 Job Independency, Hebei transactional or transformational
Leadership 3 Job Challenging leadership style of executive both
have highly pos itive correlation
with perceptions about
executive‟s encouragement
factors of its innovation climate.
Between them, transformational
leadership style has had a higher
influence on cognition of leader‟s
motivation,
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Advances In Management Vol. 7(2) February (2014)
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