Leadership Profiles, Situation and Effectiveness

Abstract

The paper provides a research report on leadership styles studied in a range of countries, industry types and organization levels. Unequivocal evidence has been found for a three factor model of style, incorporating the well-known, task-orientedlpeople-oriented factors, and a change-oriented factor. The new factor is presumed to be a consequence of more turbulent environments. Further analysis of the leader reports (supplied by 3,857 respondent 'followers') found ten clusters of 'blends' of style, of which three -labelled super-leaders, gardeners and MBO leaders -were consistently rated more effective and most liked by subordinates. A significant theoretical implication is that the results showed no evidence of contingency effects, i.e. variations in effectiveness, across broad contexts such as branch, function or hierarchic level, although the clusters differed with regard to representation in the different contexts.

Organizational Creativity and Innovation in Relation to Psychological Well-Being and Organizational Factors

“…A secondary objective of this study is concerned with how one can increase organizational creativity and innovation by relating it to organizational factors as organizational climate for creativity (Amabile, 1996;Ekvall, 1999), team climate for innovation (West, 1997), gardener leadership style (Ekvall & Arvonen, 1994), work resources, and workload (Amabile, 1996). In accordance with the results of earlier findings, it is assumed that these factors are together related to the organization's ability to be creative and innovative.…”

“…One such combination of interest is the change= development-oriented leadership style in combination with an employee=relation-oriented leadership style. This kind of leadership is similar to the transformational leader construct (Ekvall & Arvonen, 1994), which has been associated with higher levels of creativity in the organization (Amabile et al, 2004).…”

“…Hypothesis II: High levels of creative organizational climate according to the model of Ekvall (1990), team climate for innovation according to the model of Anderson and West (1998), change=employee-oriented leadership as a combination of two dimensions in Ekvall and Arvonen's (1994) model of leadership styles (CPE), ORGANIZATIONAL CREATIVITY AND WELL-BEING work resources, along with low levels of workload will be positively related to high levels of perceived organizational creativity and innovation among the employees.…”

Appraised leadership styles, psychosocial work factors, and musculoskeletal pain among public employees

“…A new model, the CPE-model was introduced by Arvonen and Ekwall (1991Ekwall ( , 1994: C stands for change and development; P for production, task and structure, and E for employees and relations. This three-dimensional classiWcation has been proposed as the most useful method of grouping leadership styles into a mix of "production, task/ structure-oriented", "employee-relation-oriented", and "change-oriented" styles (Yukl 2002).…”

Book Reviews

“…A questionnaire measuring work climate (Ekvall 1988, Ekvall & Arvonen 1994) was administered early in the project, i.e., 1.5 years before production start, and again about a month before the car went into production. The average scores for lO dimensions coincided closely with the norm scores for creative organisations on the first occasion provided by Ekvall, except for the dimensions referred to as, Contlicts and Debate/Diversity, where our team scored considerably higher, and Risktaking and Playfulness where the score was lower than the norm for a creative organisation.…”