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The importance of a change-centred leadership style in four organizational cultures

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  • Skogstad, Anders
  • Einarsen, Stacle

Abstract

The existence of a change-centred leadership style as hypothesized by Ekvall and Arvonen has been scrutinized in a sample consisting of four organizations, described to reflect each of the four ideal cultures proposed by Quinn and his colleagues. Exploratory factor analyses yielded substantial support for a distinct change-centred dimension. Significant positive correlations were found in the sample as a whole between a change-centred leadership style and job satisfaction, organizational commitment and evaluations of the leader's competence. However, the notion that such correlations would be strongest in the developmental culture was confirmed only in the case of organizational commitment. Differences in sampling procedures may explain some of the differences between the present study and other studies.

Suggested Citation

  • Skogstad, Anders & Einarsen, Stacle, 1999. "The importance of a change-centred leadership style in four organizational cultures," Scandinavian Journal of Management, Elsevier, vol. 15(3), pages 289-306, September.
    • Handle: RePEc:eee:scaman:v:15:y:1999:i:3:p:289-306
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    Cited by:

    1. Johan Larsson & Stig Vinberg & Helena Jahncke, 2022. "Changing the Office Design to Activity-Based Flexible Offices: A Longitudinal Study of How Managers’ Leadership Behaviours Are Perceived," IJERPH, MDPI, vol. 19(20), pages 1-14, October.

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