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Journal articles on the topic 'Leadership, leadership styles'

Author: Grafiati

Published: 4 June 2021

Last updated: 16 February 2022

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1

Skinner, Anita. "Leadership styles." Nursing Standard 32, no. 22 (2018): 64–65. http://dx.doi.org/10.7748/ns.32.22.64.s37.

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Sarfraz, Haniya. "Differentiated time management skills between leadership styles: simplified with a cross-cultural approach." Development and Learning in Organizations: An International Journal 31, no. 6 (2017): 14–18. http://dx.doi.org/10.1108/dlo-02-2017-0009.

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Purpose A common conception is that transformational, transactional, and other types of leaders implement similar time management skills; however, this paper aims to state that this is not true to a very large extent. Design/methodology/approach The characteristics of transactional, transformational, and other leadership styles are defined, while the popular and latest time management principles are incorporated with this description. There are eight time management categories, and this paper connects the respective categories to nine leadership styles based on each style’s nature. Cross-cultu

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Dwiri, Basel, and Kagan Okatan. "The Impact of Gender on Leadership Styles and Leadership Effectiveness." International Journal of Science and Research (IJSR) 10, no. 1 (2021): 1419–34. http://dx.doi.org/10.21275/sr21126183926.

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Tortorella, Guilherme, and Flávio Fogliatto. "Implementation of lean manufacturing and situational leadership styles." Leadership & Organization Development Journal 38, no. 7 (2017): 946–68. http://dx.doi.org/10.1108/lodj-07-2016-0165.

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Purpose The purpose of this paper is to determine leadership styles at each hierarchic level that best support the LM implementation process in a given company. Design/methodology/approach To achieve that, the authors propose a method that combines information from two sources in three major steps. First, using opinions from experts on lean implementation from an activity sector of interest the authors determine leadership styles that best suit each phase of the LM roadmap for that sector. Next, the authors analyze a specific company within the activity sector to determine: at which lean roadm

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Hariri, Hasan. "Leadership in a school context: how leadership styles are associated with leadership outcomes." International Journal of Financial, Accounting, and Management 2, no. 2 (2020): 159–70. http://dx.doi.org/10.35912/ijfam.v2i2.236.

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Purpose: This paper aims at examining how principal leadership styles are associated with leadership outcomes in an Indonesian school context. Research Methodology: Survey data were collected using MLQ 5X-Short and a demographic questionnaire completed by 475 teachers in 36 junior high schools in the Province of Lampung, Indonesia. With the help of SPSS version 22, the collected data were initially analyzed using descriptive statistics and then Pearson product-moment correlation. Results: Results show that transformational and transactional leadership styles are positively and significantly as

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Fowler, John. "Clinical leadership part 2: leadership styles." British Journal of Nursing 25, no. 9 (2016): 522. http://dx.doi.org/10.12968/bjon.2016.25.9.522.

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Samsu, Samsu, and Rusmini Rusmini. "The Influence of Principals’ Leadership Styles on School Innovation in Jambi (Case Study in Several Senior High Schools in Jambi)." Al-Ta lim Journal 23, no. 1 (2016): 52–64. http://dx.doi.org/10.15548/jt.v23i1.154.

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School leadership styles that affect school innovation is essential to bring schools’ changes. This study aimed to determine school leadership styles and its effect on school innovation at the senior high school level in Jambi city. This study uses ten leadership styles, they are participative, laissez faire, authoritarian, democratic, charismatic, transformational, situational, trust, grid, and three-dimensional leaderships. The framework of the research are developed by associating ten leadership styles with school innovations including (1) the principal's role in doing innovation in the sch

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Mahajan, Supriya. "Study on Leadership Styles and Theories." Indian Journal of Applied Research 4, no. 3 (2011): 281–82. http://dx.doi.org/10.15373/2249555x/mar2014/86.

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Tewari, Shweta, Rajashree Gujarathi, and K. Maduletty. "Leadership Styles and Productivity." Asian Social Science 15, no. 4 (2019): 115. http://dx.doi.org/10.5539/ass.v15n4p115.

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Leadership styles in today’s world is an increasingly complex and a popular organizational dynamic to work upon. Different leadership styles are appropriate in distinct situations. If an inappropriate style is adopted by the leader, it may pose several challenges for the workers, managers and human resources departments in the planning and execution of work in an organization. Similarly, the satisfaction and performance levels of employees also depend upon the leadership styles adopted by corporate leaders. An appropriate leadership style paves way to delivering successful plans for fulfilling

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Bowman, Gerry. "Ward leadership styles." Nursing Standard 3, no. 27 (1989): 9–11. http://dx.doi.org/10.7748/ns.3.27.9.s75.

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Kenmore, Phil. "Exploring leadership styles." Nursing Management 15, no. 1 (2008): 24–26. http://dx.doi.org/10.7748/nm2008.04.15.1.24.c6490.

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Hendry, L. B., and L. Leighton Beck. "Headteachers' Leadership Styles." Management in Education 7, no. 3 (1993): 14–15. http://dx.doi.org/10.1177/089202069300700307.

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Steyn, Renier. "Leadership Styles and Organisational Structure." International Journal of Human Resource Studies 10, no. 3 (2020): 98. http://dx.doi.org/10.5296/ijhrs.v10i3.17295.

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Background: In the call for papers to the 18th International Studying Leadership Conference, the organisers present an argument that leadership is place-bound, and ask a very specific question: “Why does leadership style vary from place-to-place?” This article presents a response to the assumption implicit in this question and also answers the following question: “Does leadership style differ from place-to-place?” Theoretical underpinning: The link between leadership styles and organisational structure is implicit, given general systems theory (Von Bertalanffy, 1968). Leadership styles are pre

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SHUJAAT, JAWWAD MUHAMMAD, MUHAMMAD NAVEED RIAZ, and HUMAIRA YASMIN. "Impact of Decision-Making Styles on Leadership Styles in Business Managers." International Review of Management and Business Research 10, no. 1 (2021): 208–15. http://dx.doi.org/10.30543/10-1(2021)-17.

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The present study was sought to examine the role of rational, intuitive, dependent, avoidant, and spontaneous decision styles in the prediction of transformational, transactional, and laissez faire leadership styles. Research questionnaire were Urdu-translated versions of General Decision styles Questionnaire (Scott & Bruce, 1995) and Multifactor Leadership Questionnaire (Bass & Avolio, 2000). The sample of the current study consisted of 300 business managers from different regions of Pakistan. Purposive sampling was employed to collect the data. Multiple Regression analysis and Stepwi

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Sooriyakumaran, N., and S. Logeswary. "Work Supervisors’ Leadership Styles and Labourers Performance of Northern Province, Sri Lanka." Sumerianz Journal of Business Management and Marketing, no. 311 (November 23, 2020): 167–73. http://dx.doi.org/10.47752/sjbmm.311.167.173.

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Leadership style is one of the strategies to influence the performance of the employees of the organization. Main Objective of this research is to identify the impact of work supervisors’ leadership styles on Road Maintenance labourers’ performance in the Road development Authority, Northern Province. However, a part of the aims is to introduce the best leadership approach to increase the performance of RDA Road Maintenance Labourers working in the field. The research used mixed method approach with descriptive and inferential method to determine the effect of leadership styles on employee per

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Saeed, Tahir, Shazia Almas, M. Anis-ul-Haq, and GSK Niazi. "Leadership styles: relationship with conflict management styles." International Journal of Conflict Management 25, no. 3 (2014): 214–25. http://dx.doi.org/10.1108/ijcma-12-2012-0091.

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Purpose – The purpose of this study is to examine the relationship between leadership styles and conflict management styles among managers, while handling interpersonal conflict (mangers and subordinates). Design/methodology/approach – Middle-level managers (N = 150) from different private sector manufacturing industries were included in the study to seek responses through questionnaire based on instruments for conflict management and leadership styles. Findings – Managers who perceived to exhibit more on transformational leadership style adopted integrating and obliging style of conflict mana

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LIBIA, P. "Impact And Influence Of Leadership Style And Their Relationship In Corporate Hospitals With Reference To Chennai Hospitals." Restaurant Business 118, no. 11 (2019): 323–32. http://dx.doi.org/10.26643/rb.v118i11.10038.

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The purpose of this study was to examine the relationships on leadership styles (transformational leadership style, transactional leadership style and laissez-faire leadership styles), and their practices in Chennai corporate hospitals. The success Organizational is too achieving its goals and objectives depend on the leaders of the organization and their leadership styles. The study revealed that the transformational leadership style has a significant, positive relationship on the leadership styles. However, we found that the transactional and laissez-faire leadership styles have a negative r

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Sadeghi, Amir, Tayebeh Samsami, Ali Bikmoradi, and Abbas Moghimbeigi. "Head Nurses’ Leadership Styles and Leadership Outcomes." Scientific Journal of Hamedan Nursing and Midwifery Faculty 24, no. 1 (2016): 40–50. http://dx.doi.org/10.20286/nmj-24016.

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Stedman, Nicole L. P., and Rick D. Rudd. "Volunteer Administration Leadership Proficiency and Leadership Styles." Journal of Leadership Education 4, no. 2 (2005): 42–58. http://dx.doi.org/10.12806/v4/i2/rf4.

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Ray Chaudhuri, Dr Manodip, and Sarina Pradhan. "Comprehending Leadership Patterns with focus on Servant Leadership." Jurnal Manajemen Indonesia 21, no. 1 (2021): 1. http://dx.doi.org/10.25124/jmi.v21i1.2777.

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Leadership is the art of motivating a group of people to act towards achieving a specific goal. Leadership style is the method and approach of providing direction, implementing plans and motivating people. It is the sum total of explicit and implicit actions performed by the leader. The study investigates the different leadership styles in the organisation and a country wise classification of how leadership style varies across different nations. This is on the basis of factors like power distance, equality and decision making process. This paper also touches upon certain dark aspects of leader

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Mushtaq, Asima, and Nair Ul Nisa. "Gender Difference in Leadership: An Empirical Study of Select Banks." Asian Journal of Managerial Science 8, no. 2 (2019): 34–39. http://dx.doi.org/10.51983/ajms-2019.8.2.1554.

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The paper seeks to examine the difference in leadership styles between male and female managers. Multifactor Leadership Questionnaire was used as a means of evaluation of the leadership styles. The leadership styles chosen for the study include transformational leadership style, transactional leadership style and autocratic leadership. Three banks viz J&K Bank, SBI and HDFC of Kashmir division of the state of Jammu and Kashmir were selected for the study. The study found that male and female managers varied significantly in exhibiting transformational leadership style. In case of transacti

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RIAZ, MUHAMMAD NAVEED, MASUD AKHTAR, and GILNAZ MURTAZA. "Moderating Role of Decision-Making Situations between Leadership and Decision-Making in Services Providing Organizations." International Review of Management and Business Research 10, no. 1 (2021): 313–21. http://dx.doi.org/10.30543/10-1(2021)-27.

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The present research investigated moderating role of decision-making situations between leadership styles and decision-making styles in services providing organizations of Pakistan. The study was based on Full Range Leadership Theory of Bass and Reggio (2006) which comprise of three leadership styles including transformational, transactional, and laissez faire style. The study incorporated five decision-making styles including rational, intuitive, dependent, avoidant, and spontaneous style. The study comprised of three decision-making situations including certainty, risk and uncertainty. Multi

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Lumban Gaol, Nasib Tua. "Teori dan Implementasi Gaya Kepemimpinan Kepala Sekolah." Kelola: Jurnal Manajemen Pendidikan 4, no. 2 (2017): 213. http://dx.doi.org/10.24246/j.jk.2017.v4.i2.p213-219.

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<p>Indonesia faces many problems in education. The main problem is raised from the low ability of the headmaster to manage the school. This is related to leadership style. This study aims to explore leadership styles in the field of education and discusses how headmasters should apply leadership styles in schools. Some appropriate leadership styles are applied by the headmaster consisting of (1) managerial leadership, (2) transformational leadership, (3) transactional leadership, (4) instructional leadership and (5) positive leadership. Therefore, the headmaster not only applies a leader

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Afshinpour, Saeid. "Leadership Styles and Employee Satisfaction: A Correlation Study." International Letters of Social and Humanistic Sciences 27 (May 2014): 156–69. http://dx.doi.org/10.18052/www.scipress.com/ilshs.27.156.

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The purpose of this quantitative correlation study was to determine the extent to which leadership style preferences correlate with employee satisfaction with supervision among employees and leaders of some companies. This study measured preferences for each of five common leadership styles and examined correlations with measures of employee satisfaction. The styles studied were transactional leadership, transformational leadership, autocratic leadership, charismatic leadership, and situational leadership. Results indicated that each of the five leadership styles has a positive correlation wit

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Makambe, Ushe, and Gaone Joy Motlatsi Moeng. "The effects of leadership styles on employee performance: a case of a selected commercial bank in Botswana." Annals of Management and Organization Research 1, no. 1 (2020): 39–50. http://dx.doi.org/10.35912/amor.v1i1.274.

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Purpose: The leadership phenomenon is fundamental in providing employees with direction and emotional indulgence to derive maximum effort out of them. Therefore, it is vital that an organisation places uninhibited emphasis on the appropriate leadership style to enhance employee performance. Premised on the Collaborative Leadership Model, this paper sought to extricate the nexus between leadership style and employee performance at a selected bank in Botswana, focusing on the transactional, transformational, and participative leadership styles. Research methodology: The study adopted a positivis

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Mushtaq, Asima, Ishtiaq Hussain Qureshi, and Aakifa Javaid. "Influence of Age and Experience on Leadership Styles." Asian Journal of Managerial Science 8, no. 1 (2019): 48–52. http://dx.doi.org/10.51983/ajms-2019.8.1.1448.

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The aim of this study is to investigate the influence of age and experience on the leadership styles of the managers, in the three selected banks of Kashmir division viz J&K Bank, SBI and HDFC. The study focuses on two leadership styles, namely transformational and transactional leadership styles. The study reveals that the transformational leadership style is the dominant leadership style among managers of all age and experience groups. Furthermore, the study reveals that the age and experience have no significant influence on leadership styles, although with the increase in age and exper

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Kumar A. V, Santhosh. "Styles of Leadership in The I.T. Industry." International Journal of Scientific Research 2, no. 2 (2012): 217–19. http://dx.doi.org/10.15373/22778179/feb2013/72.

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Dr.S.Saraswathi, Dr S. Saraswathi. "Leadership Styles in Organizations an Empirical Study." Indian Journal of Applied Research 1, no. 11 (2011): 73–75. http://dx.doi.org/10.15373/2249555x/aug2012/25.

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Chapman, Ann LN, David Johnson, and Karen Kilner. "Leadership styles used by senior medical leaders." Leadership in Health Services 27, no. 4 (2014): 283–98. http://dx.doi.org/10.1108/lhs-03-2014-0022.

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Purpose – The purpose of this study was to determine the predominant leadership styles used by medical leaders and factors influencing leadership style use. Clinician leadership is important in healthcare delivery and service development. The use of different leadership styles in different contexts can influence individual and organisational effectiveness. Design/methodology/approach – A mixed methods approach was used, combining a questionnaire distributed electronically to 224 medical leaders in acute hospital trusts with in-depth “critical incident” interviews with six medical leaders. Ques

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Abdullahi, Ahmed Zakaria, Ebenezer Bugri Anarfo, and Hod Anyigba. "The impact of leadership style on organizational citizenship behavior: does leaders' emotional intelligence play a moderating role?" Journal of Management Development 39, no. 9/10 (2020): 963–87. http://dx.doi.org/10.1108/jmd-01-2020-0012.

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PurposeThe study investigates the effect of autocratic, democratic and transformational leadership styles on employees' organizational citizenship behavior (OCB). The study further examines the moderating role of leaders' emotional intelligence between leadership styles and OCB.Design/methodology/approachQuestionnaires were used to collect data from 618 small and medium-sized enterprises' (SMEs) employees in Ghana. For this study, both simple random and convenient sampling were adopted in selecting respondents. Regression was used to test the hypotheses in the research model using IBM–Statisti

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de Vries, Reinout E., Angelique Bakker-Pieper, and Wyneke Oostenveld. "Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes." Journal of Business and Psychology 25, no. 3 (2009): 367–80. http://dx.doi.org/10.1007/s10869-009-9140-2.

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Girvin, June. "Leadership and Nursing: Part two: styles of leadership." Nursing Management 3, no. 2 (1996): 20–21. http://dx.doi.org/10.7748/nm.3.2.20.s19.

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Yousif A. Yousif, Eng, Chowdhury Hossan, and Nicola McNeil. "Evaluation of Leadership Styles in the Construction Sector of UAE." International Journal of Business and Management 10, no. 12 (2015): 71. http://dx.doi.org/10.5539/ijbm.v10n12p71.

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The construction industry of UAE is huge and requires effective leadership strategies for its development and growth. For the success of the construction industry, transformational and transactional leaderships are to be followed so that the managers can meet the changing situations effectively. The findings obtained from this study consequently revealed that age, nationality, education, work experience and organizational position of the leader plays a significant role in determining the leadership style he/she applies. However, the gender of a leader has no correlation with the style of leade

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Farouk Soliman, Amal. "Investigating the Leadership Style Effect on the Technology Transfer Effectiveness: A Proposed New Model (An Applied Study on the Dairy Manufacturing Sector in Egypt)." International Journal of Business and Management 11, no. 10 (2016): 141. http://dx.doi.org/10.5539/ijbm.v11n10p141.

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<p><strong>Purpose: </strong>Different leadership styles' effects on technology transfer effectiveness have not been implied in the literature. This study seeks to theoretically investigate the effect of five leadership styles; Classified according to personal authority of the leader; On technology transfer effectiveness.</p><p><strong>Design/methodology/approach:</strong> This study identifies five leadership styles which affect technology transfer effectiveness including transformational leadership, transactional leadership, visionary leadership, cha

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Van Jaarsveld, Leentjie, P. J. (Kobus) Mentz, and Suria Ellis. "Implementing the Multifactor Leadership Questionnaire (MLQ) in a challenging context." International Journal of Educational Management 33, no. 4 (2019): 604–13. http://dx.doi.org/10.1108/ijem-02-2018-0041.

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Purpose An emphasis on school performance is not just a national issue, but must be examined within the global context. Successful leadership is ensured by school leaders’ compliance to a set of basic practices within particular school contexts. The impact of leadership styles on performance, the work environment and job satisfaction is emphasized, while the appropriate leadership style could make teachers more effective in terms of job productivity. The adoption of different leadership styles by school leaders shows positive results with regard to school effectiveness. The purpose of this pap

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Lipman-Blumen, Jean. "Connective Leadership: Female Leadership Styles in the 21st-Century Workplace." Sociological Perspectives 35, no. 1 (1992): 183–203. http://dx.doi.org/10.2307/1389374.

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This paper describes an integrative leadership model, “connective leadership,” which combines the traditional masculine American ego-ideal with additional female role behaviors more appropriate for an interdependent world. Based on the L-BL Achieving Styles Model, connective leadership emphasizes connecting individuals to their own, as well as others‘, tasks and ego drives. Achieving styles are defined as the characteristic behaviors individuals use to achieve their goals. The Achieving Styles Model includes three sets of achieving styles (direct, instrumental, and relational), each subsuming

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Thomas, Christopher H., Andrew S. Hebdon, Milorad M. Novicevic, and Mario J. Hayek. "Fluid leadership in dynamic contexts." Journal of Management History 21, no. 1 (2015): 98–113. http://dx.doi.org/10.1108/jmh-03-2013-0021.

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Purpose – The purpose of this study is to examine an historical account of an effective leader who was able to draw from multiple styles of leadership, and choose a dominant style based upon contextual constraints and demands context, and subordinate behaviors associated with leadership styles not suited to the context. Design/methodology/approach – To identify his prominent style at each leadership episode, we critically analyzed Nehemiah’s leadership role transitions across 13 chapters of text using sociohistorical method and a quasi-repeated treatment design via qualitative comparative anal

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Augustsson, Gunnar, and Lena Boström. "A theoretical Framework about Leadership perspectives and Leadership styles in the Didactic Room." International Journal of Human Resource Studies 2, no. 4 (2012): 166. http://dx.doi.org/10.5296/ijhrs.v2i4.2865.

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This paper presents leadership perspectives and leadership styles in the didactic room. The paper problematizes and develops new knowledge concerning the complex and often paradoxical circumstances that characterize teachers’ leadership. The aim is to develop new knowledge about teachers’ leadership perspectives and styles in the didactic room. Our literature review demonstrates a lack of an explicit and unifying concept that encompasses teachers’ various perspectives and behavioral styles in the didactic room. The meaning of the concept “perspective” precedes the implementation of an individu

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Vesterinen, Soili, Marjo Suhonen, Arja Isola, and Leena Paasivaara. "Nurse Managers’ Leadership Styles in Finland." Nursing Research and Practice 2012 (2012): 1–8. http://dx.doi.org/10.1155/2012/605379.

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Nurse managers who can observe their own behaviour and its effects on employees can adjust to a better leadership style. The intention of this study was to explore nurses’ and supervisors’ perceptions of nurse managers’ leadership styles. Open-ended interviews were conducted with 11 nurses and 10 superiors. The data were analysed by content analysis. In the study, six leadership styles were identified: visionary, coaching, affiliate, democratic, commanding, and isolating. Job satisfaction and commitment as well as operation and development work, cooperation, and organizational climate in the w

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Giltinane, Charlotte Louise. "Leadership styles and theories." Nursing Standard 27, no. 41 (2013): 35–39. http://dx.doi.org/10.7748/ns2013.06.27.41.35.e7565.

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Cope, Vicki, and Melanie Murray. "Leadership styles in nursing." Nursing Standard 31, no. 43 (2017): 61–70. http://dx.doi.org/10.7748/ns.2017.e10836.

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Dublin, Richard A. "Supervision and Leadership Styles." Social Casework 70, no. 10 (1989): 617–21. http://dx.doi.org/10.1177/104438948907001012.

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Mauri, Terence. "Why leadership styles matter." Strategic Direction 33, no. 1 (2017): 1–4. http://dx.doi.org/10.1108/sd-10-2016-0141.

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Leadership is undergoing a seismic and long overdue shift. In many companies, there is a chronic leadership gap: teams are being overmanaged and underled. To progress, leadership styles need to be updated; this means, we must be willing to change and become an avid learn

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Jogulu, Uma D. "Culturally‐linked leadership styles." Leadership & Organization Development Journal 31, no. 8 (2010): 705–19. http://dx.doi.org/10.1108/01437731011094766.

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Reynolds, Jill, and Anita Rogers. "Leadership styles and situations." Nursing Management 9, no. 10 (2003): 27–30. http://dx.doi.org/10.7748/nm2003.03.9.10.27.c2097.

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Gingerich, Barbara Stover. "Leadership Styles and Communications." Home Health Care Management & Practice 17, no. 2 (2005): 128–29. http://dx.doi.org/10.1177/1084822304270048.

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Samarakoon, K. B. "Leadership Styles for Healthcare." International Journal of Scientific and Research Publications (IJSRP) 9, no. 9 (2019): p9308. http://dx.doi.org/10.29322/ijsrp.9.09.2019.p9308.

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Raziq, Muhammad Mustafa, Felipe Mendes Borini, Omer Farooq Malik, Mansoor Ahmad, and Mehwish Shabaz. "Leadership styles, goal clarity, and project success." Leadership & Organization Development Journal 39, no. 2 (2018): 309–23. http://dx.doi.org/10.1108/lodj-07-2017-0212.

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Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan.

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Zheng, Junwei, Xueqin Gou, Guangdong Wu, Xianbo Zhao, Hongyang Li, and Bingsheng Liu. "The ambidextrous and differential effects of directive versus empowering leadership: a study from project context." Leadership & Organization Development Journal 42, no. 3 (2021): 348–69. http://dx.doi.org/10.1108/lodj-12-2019-0509.

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PurposeThis study investigated the differential effects of empowering leadership and directive leadership in projects. Moreover, how the complex interplay between empowering and directive leadership styles influences both leader–member exchange and project performance was also explored.Design/methodology/approachPolynomial regression analysis and response surface modeling were applied to analyze 161 matched data collected from project members and managers worked in different projects located in China.FindingsFour leadership styles were identified, i.e. ambidextrous, delegating, directive and l

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Joshi, Bhagyashree Sudhakar. "Leadership Style Paradigm Shift in Hospital Industry: Need of the Day, in Comparison with Hospitality Industry." Journal of Health Management 21, no. 1 (2019): 141–53. http://dx.doi.org/10.1177/0972063418822195.

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Importance: Current hospital leaders struggle to find leadership style which is beneficial and suitable to face the challenges present in the organization. Limited literature and lack of evidence on leadership styles related to the hospital and healthcare industry leave them directionless. Scarcity of training from the leadership point of view and lack of leadership models and lack of evidence on ‘which leadership style is most suitable and beneficial’ in the hospital industry, especially in the Indian context, increase the need for the current study. Objective: To understand and compare the l

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