The influence of directors' leadership styles in company performance: The case of Ohlthver and List (O&L) group of companies.
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Date
2013
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Abstract
This study is about how the effectiveness of leadership in an organisation is
determined by or is a consequence of the style of the leadership as delineated by
Hersey and Blanchard who limit styles to Selling, Telling, Participating and
Delegating. A selected group of managing directors in one of the oldest and most
respected business enterprise in Namibia, the O&L Group of Companies was studied. The study used Hersey's (1989) “Leader Effectiveness and Adaptability Description” - LEAD SELF and LEAD OTHER as the instrument. Questionnaires were administered to managing directors and their direct reports in selected O&L Group of Companies. The LEAD SELF measured the self-perception of managing directors of their own leadership styles and the LEAD OTHER reflected the perception of employees of the leadership styles of managing directors. It was found that a growing number of Managing Directors used the democratic
leadership style to create ownership in the company. It was also found that depending on situations, Managing Directors used various leadership styles, as the leaders chose the style that was considered most appropriate. The study concluded that managing directors themselves perceived selling, as their
dominant or primary style of leadership while relying on a two-way communication
and socio-emotional support system to get the senior managers to psychologically buy into decisions.
Description
A thesis submitted in partial fulfilment of the requirements for the Degree of Master of Business Administration.
Keywords
Leadership styles