The University of Southampton
University of Southampton Institutional Repository

Assessing leadership styles and organisational context

Assessing leadership styles and organisational context
Assessing leadership styles and organisational context
Purpose – To investigate the new leadership dimensions questionnaire (LDQ) and a related framework for assessing an individual's leadership style in relation to the context in which the leader works; the three new LDQ sub-scales designed to measure organisational context, follower commitment and leader performance; and the relationship between personality and leadership.
Design/methodology/approach – Research is reported on LDQ data from a large sample of leaders and managers (n 222) from a range of public and private organisations. A style score was calculated and then related to data on respondents' biographical – job function, gender, sector and nationality – and FFM personality data.
Findings – Results show a reasonably even allocation across all three leadership styles and that the styles are independent of the four important biographical variables. They also show that the five FFM personality factors do not account for any additional variance on any of the styles at a significant level. Results on the factor structure of the organisational context, follower commitment and leader performance scales show them to be reliable scales.
Research limitations/implications – A majority of the sample were from the UK, from the private sector and were male. This study did not incorporate measures of job performance or investigate the style and context link. The self-assessed, not the 360° version of LDQ was used.
Practical implications – Some support is provided for the LDQ's use for leadership assessment and development, and for identifying potential, in both public and private sector organisations, with a standardisation sample of more than 1,000 now available. Results also show that the LDQ can be used without losing significant personality-related variance. Originality/value – LDQ provides a unique opportunity for managers to relate leadership dimensions to three different leadership styles – engaging, goal-oriented and involving – and, in turn, to the degree of organisational volatility faced by the leader, thus enabling respondents to identify the most appropriate style. Leader performance and follower commitment sub-scales should facilitate further research by academics into leadership performance.
job commitment, leadership
0268-3946
105-123
Dulewicz, Victor
bed1ba8c-a8c6-4b9f-94bc-8937da615bdb
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3
Dulewicz, Victor
bed1ba8c-a8c6-4b9f-94bc-8937da615bdb
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3

Dulewicz, Victor and Higgs, Malcolm (2005) Assessing leadership styles and organisational context. Journal of Managerial Psychology, 20 (2), 105-123. (doi:10.1108/02683940510579759).

Record type: Article

Abstract

Purpose – To investigate the new leadership dimensions questionnaire (LDQ) and a related framework for assessing an individual's leadership style in relation to the context in which the leader works; the three new LDQ sub-scales designed to measure organisational context, follower commitment and leader performance; and the relationship between personality and leadership.
Design/methodology/approach – Research is reported on LDQ data from a large sample of leaders and managers (n 222) from a range of public and private organisations. A style score was calculated and then related to data on respondents' biographical – job function, gender, sector and nationality – and FFM personality data.
Findings – Results show a reasonably even allocation across all three leadership styles and that the styles are independent of the four important biographical variables. They also show that the five FFM personality factors do not account for any additional variance on any of the styles at a significant level. Results on the factor structure of the organisational context, follower commitment and leader performance scales show them to be reliable scales.
Research limitations/implications – A majority of the sample were from the UK, from the private sector and were male. This study did not incorporate measures of job performance or investigate the style and context link. The self-assessed, not the 360° version of LDQ was used.
Practical implications – Some support is provided for the LDQ's use for leadership assessment and development, and for identifying potential, in both public and private sector organisations, with a standardisation sample of more than 1,000 now available. Results also show that the LDQ can be used without losing significant personality-related variance. Originality/value – LDQ provides a unique opportunity for managers to relate leadership dimensions to three different leadership styles – engaging, goal-oriented and involving – and, in turn, to the degree of organisational volatility faced by the leader, thus enabling respondents to identify the most appropriate style. Leader performance and follower commitment sub-scales should facilitate further research by academics into leadership performance.

Full text not available from this repository.

More information

Published date: 2005
Additional Information: StatusOfPaper --> ; ToBePublished --> unpub; Author --> Higgs, M.J. and Dulewicz, V.; Editor --> ; note --> Volume => 21, 1-2;
Keywords: job commitment, leadership

Identifiers

Local EPrints ID: 51417
URI: http://eprints.soton.ac.uk/id/eprint/51417
ISSN: 0268-3946
PURE UUID: 8bc16ff1-e6d0-4973-b751-dacb2de082a8

Catalogue record

Date deposited: 10 Jun 2008
Last modified: 13 Mar 2019 20:48

Export record

Altmetrics

Contributors

Author: Victor Dulewicz
Author: Malcolm Higgs

University divisions

Download statistics

Downloads from ePrints over the past year. Other digital versions may also be available to download e.g. from the publisher's website.

View more statistics

Atom RSS 1.0 RSS 2.0

Contact ePrints Soton: eprints@soton.ac.uk

ePrints Soton supports OAI 2.0 with a base URL of http://eprints.soton.ac.uk/cgi/oai2

This repository has been built using EPrints software, developed at the University of Southampton, but available to everyone to use.

We use cookies to ensure that we give you the best experience on our website. If you continue without changing your settings, we will assume that you are happy to receive cookies on the University of Southampton website.

×