Preferred leadership style, managerial and entrepreneurial inclination among Hungarian students

Abstract

Although a great deal of research has been done on leadership styles, and university students have often been the subject of exploratory research in social sciences, the Full Range Leadership model has been applied to young people only in a few instances. In this article, the authors seek to survey the preferred leadership styles among Hungarian students and explore how they correlate with managerial and entrepreneurial inclination. A complex analysis of leadership style preferences of university students combined with their managerial and entrepreneurial inclination, social and cultural resources is rare in the research practice so far. The online questionnaire used in the research was completed by 335 university students studying economics, engineering and social studies both in Budapest and in the country. The questionnaire was completed by 335 university students. The results are exploratory and they amend the existing leadership typologies at some points. Based on the results of the Multifactor Leadership Questionnaire featuring 36 self-rating items, four distinct leadership styles emerged within the target group, representing the transformational, the supportive, the defensive, and the laissez-faire leadership types. The multivariate analysis has shown that while managerial inclination is related to the transformational style of leadership, entrepreneurial aspirations are associated with the transformational and supportive leadership styles.

Entrepreneurship barriers faced by Pakistani female students in relation to their entrepreneurial inclinations and entrepreneurial success

“…The researchers used the positivist approach due to the frequent use of this powerful technique based on numerical facts. The procedure is known as a quantitative strategy that pursues consistencies in the human beings' social lives and systematically represents statistical facts (Payne and Payne, 2004). Moreover, in the field of entrepreneurship, various scholars, such as Singh (2000), Taormina and Lao (2007), Sandhu et al (2011), Noor and Isa (2020) and Zhu et al (2022), have applied this strategy to collect the quantitative facts from the respondents.…”

“…Among Hungarian University students, transformational style is positively associated with EI. Moreover, entrepreneurial aspirations predict supportive leadership styles (Perp ek et al, 2021). On the one hand, in developing countries such as India, both male and female students are inclined to be entrepreneurs and want to start their own businesses.…”

“…However, the entrepreneurial journey is uneven due to entrepreneurs often facing several barriers that sometimes endanger their achievements. The promotion of entrepreneurial inclinations (EI) leads to substantial problems and, more particularly, in the context of developing businesses (Molvi et al , 2018; Perpék et al , 2021; Othman et al , 2022). Various scholars have noted the different challenges and barriers such as corruption, the lack of education and training, entrepreneurial motivation, infrastructure services, political instability, entrepreneurial education, EI and the scarcity of financial assistance, etc.…”

The role of leadership in collective creativity and innovation: Examining academic research and development environments

“…Interestingly, Michalko (2001) showed that creativity was more likely to occur when leaders avoid letting their judgment emerge when a follower speaks. Various leadership theories have been described, including authoritative, coaching, and democratic ( Goleman, 2000 ; Al Harbi et al, 2019 ; Perpék et al, 2021 ). However, only a few have tested in R&D environments.…”

“…Further work also emphasized that the supervisory style employed by the leaders toward creativity was positively related to performance ( Mednick and Mednick, 1967 ; Xenikou, 2017 ; Tong, 2020 ). Research has also shown that leaders play a significant role in exploiting the outcomes of R&D projects by triggering cooperation among teammates and communicating and sharing the body of knowledge and skills ( Gillespie and Mann, 2004 ; Carayannis et al, 2021 ; Perpék et al, 2021 ) efficiently. It has been proposed that the most influential leadership theories are the transformational and the transactional leadership theories ( Bass, 1985 ), which are related to innovation performance both at the individual and the team levels and when whole organizations are the unit of measurement.…”