Leadership styles and organizational performance: leading in the 21st century
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2016
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2559
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eng
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236 leaves
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b196619
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This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
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National Institute of Development Administration. Library and Information Center
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Khanijou, Sandeep (2016). Leadership styles and organizational performance: leading in the 21st century. Retrieved from: https://repository.nida.ac.th/handle/662723737/5262.
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Leadership styles and organizational performance: leading in the 21st century
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Abstract
The study of various leadership styles exhibited by the organizational leaders
and the impacts it has on the overall organizational performance of the organizations
has been the subject of various studies with important implications for organizations
in both the private and the public sector.
This qualitative research places leadership styles of the organizational leaders
at the centre of the research framework without neglecting other variables that are
common in the organizational diagnostic models, especially the ones that directly or
indirectly affect the organizational performance such as the variables of
organizational culture, organizational employees, technological innovations and
information system, as well as the organizational structure.
Seven core leadership theories and twelve dimensions of leadership styles are
explored and thoroughly discussed in order to provide a strong background pertaining
to understanding the variables and assumptions that affect leadership practices and
styles. With the employment of the phenomenology study tradition of the qualitative
research design in this research there is the added incentive, likelihood, and
plausibility that this study can present readers with fresh insights, richness, and
meaning of the lived experiences of the organizational leaders and the subordinates.
Data were collected through in-depth interviews. A total of 17 informants were
interviewed across 7 organizations. The participants comprised of 7 organizational
leaders and 10 employees. It was noted through the findings that there was a high
preference for the participative and democratic style of leadership, and both the transactional and the transformational leadership traits were exhibited by the
organizational leaders. Additionally, the findings pertaining to the element of
organizational performance was also highlighted. It was noted that organizational
leaders assessed and evaluated the performance of the organization based on several
key indicators and measures such as the financial performance, the market
performance, the indicators related to the employees’ wellbeing and satisfaction, the
image of the organization, and the learning and growth of the organization’s
processes. Significantly, this study provides an in-depth understanding of leadership
styles and behavior in Thai organizations that facilitates the understanding of the
preferred leadership styles in the Thai organizational context. Moreover, owing to the
fact that some ethnic Indian Thais organizational leaders were included in this
research, important insights into their leadership styles were also highlighted thereby
providing a fresh understanding into the influence of ethnicity on leadership styles of
organizational leaders.
Furthermore this research links the role of public policy on organizational
performance and facilitates the understanding of the role that government public
policies have on the performance of organizations as well as understanding how the
organizational leaders can cope with various government policies in order to ensure
smooth operation and effective performance of their organization.
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Thesis (Ph.D. (Development Administration))--National Institute of Development Administration, 2016