The influence of leadership styles on subordinates' attitudes towards their leaders and towards performance: A comparison of us and german manufacturing employees

Research output: Contribution to journalArticlepeer-review

Abstract

This cross-national study investigated the influence of leadership styles on subordinates' levels of satisfaction with the leader, judgment of the effectiveness of the leader, and willingness to exert extra effort in work performance. A sample of the population of 5,300 manufacturing employees in two US and one German plants were surveyed using the Avolio et al. (1995) multifactor leadership questionnaire (MLQ). Results indicated higher levels of transformational styles among US employees and among higher-ranked employees. Transformational leadership styles, however, were correlated positively with outcome measures in both countries and at all levels of the organizations, but the strength of the correlations was lower for German employees. The study has implications for the practice of international management and leadership development in each country and suggests the need for further research in this area.

Original languageEnglish (US)
Pages (from-to)291-308
Number of pages18
JournalHuman Resource Development International
Volume1
Issue number3
DOIs
StatePublished - Jan 1 1998

Keywords

  • International human resource development
  • Leadership
  • Performance
  • Us/german comparative research

ASJC Scopus subject areas

  • Organizational Behavior and Human Resource Management

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