THE ROLE OF CULTURE ON THE LEADERSHIP STYLE

The role of culture on the leadership style of generation x women in Nigeria

Acknowledgement

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DECLARATION

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Abstract

Examine the nature of the relationship between leadership and organizational culture in Nigeria. Atotal of 782 workers accomplished the multifactor leadership questionnaire (MLQ pattern 5X) and the organizational heritage survey. Results show that the leadership style of direct supervisors was considerably related to worker perceptions of organizational culture. Supervisors rated high in transformational leadership behaviors were affiliated with higher perceived levels of mission, adaptability, engagement and consistency in the organization compared to their transactional counterparts. Immediate supervisors had a greater influence on employee insights of heritage than all other authority levels within the organization. Concludes that heritage leadership is a critical competency obligation for the entire association in the twenty-first century.

Chapter 1: Introduction

Introduction

Despite numerous references to a relationship between leadership and organizational culture in the academic and popular literature, little systematic research has been conducted to examine the specific nature of this relationship (Ogbonna and Harris, 2000; Trice and Beyer, 1993). Apart from a plethora of anecdotal reports (Allen and Thatcher, 1995; Quick, 1992; Wilms et al., 2000; Wood, 1999), there are a limited number of published studies which have attempted to systematically examine the leadership-culture relationship (Brooks, 1996; Hennessey, 1998; Lok and Crawford, 1999; Ogbonna and Harris, 2000; Pillai and Meindl, 1998). While there is a large body of research that has explored leadership and organizational culture independently, the interconnection between these constructs remains more of an implicit theory than an empirical finding.

Based on the leadership-culture study released therefore far, the following tentative deductions have been proposed by researchers:

The influence of authority on firm presentation is mediated by organizational heritage (Ogbonna and Harris, 2000).

Leadership creates an environment in which basic organizational change is more or less expected to happen (Hennessey, 1998).

Specific authority behaviors are affiliated with distinct heritage traits (Lok and Crawford, 1999).

Contextual components such as organizational culture have an influence on the emergence of exact authority methods (Pillai and Meindl, 1998).

Leaders use their information of organizational heritage to affect change (Brooks, 1996).

The behaviors of leaders leverage the insights of organizational culture amidst followers (Chodkowski, 1999).

Despite the restricted allowance of research published, there is a surprising degree of consistency amidst these suggested conclusions. This consistency is particularly outstanding granted the variety of measurement strategies used, the kinds of associations enquired, and the diverse conceptualizations of leadership and organizational culture. Regardless of the methodological variations, this body of study suggests that the leadership-culture attachment does influence the presentation of ...