Impact of culture on leadership style: the case of Iranian organisations

Nazarian, Alireza and Atkinson, Peter (2014) Impact of culture on leadership style: the case of Iranian organisations. World Applied Sciences Journal, 28 (6). pp. 770-777. ISSN 1818-4952

Full text not available from this repository.

Abstract

The relationship between leadership style and organisational culture has received much attention since the 1980s, however, it is different in different parts of the world so the relationship between leadership style and national culture also requires investigation. This paper examines the relationship between national culture and leadership style in private sector organisations. To test our hypothesis that leadership style and national culture are related, data were gathered using a questionnaire survey distributed to 900 managers of private sector organisations in Iran. Of these, 350 were completed and returned. Correlation and regression analyses were conducted using SPSS 18. The results indicate that all the dimensions of national culture have a significant relationship with transformational and transactional leadership styles whereas there were mixed relationships between national culture dimensions and the passive leadership style. The results of this study add to the understanding of leadership style and will help practitioners to select an appropriate leadership style for a given national context.

Item Type: Article
Uncontrolled Keywords: National culture, Leadership style, Iran, Private sector, Culture
Subjects: Business and finance
Depositing User: Rod Pow
Date Deposited: 14 May 2015 07:55
Last Modified: 07 Jul 2017 12:12
URI: http://repository.uwl.ac.uk/id/eprint/1188

Actions (login required)

View Item View Item

Menu