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Leadership Styles and Employee Expectations

Author

Listed:
  • Rafal Drewniak
  • Zbigniew Drewniak
  • Iwona Posadzinska

Abstract

Purpose: The article presents an analysis of management styles and their importance in shaping employees' expectations towards their superior in the company. The article aims to show the relationship between the company's leadership style and the expectations of employees regarding the performance of tasks. Design/Methodology/Approach: The study is based on a literature review and empirical research results carried out among 185 employees from 10 European companies operating in different sectors. The chi-square (χ2) statistics were used to investigate the relationships between the variables analyzed, while the V-Cramer and Pearson's C (contingency) coefficients were used to determine the relationship's strength. Findings: Based on the analysis, subordinates build their expectations associated with their tasks' performance and with the leader based on his/her leadership style. When leaders implement a situational management style, employees expect full freedom of choice regarding how to carry out tasks. However, when the superior represents an autocratic style, employees expect guidelines regarding the performance of tasks rather but do not want their work to be constantly controlled. The analysis also included the relationships between the analyzed data and the variables describing the employee's position, a type of company, sex, education, and seniority. Practical Implications: The results demonstrate that personality, qualifications, values, and management style of leaders affect both the current operations and long-term success of employees and the entire organization. This analysis helped determine the desired characteristics, competencies, and character profile of contemporary leaders. Originality/Value: The analysis allowed identifying the trends of changes in contemporary leaders' approaches in terms of their characteristics and style. Therefore, the study offers a valuable review of a wide range of issues related to leaders' characteristics, and it contributes to our understanding of the specificity of leadership in the business environment.

Suggested Citation

  • Rafal Drewniak & Zbigniew Drewniak & Iwona Posadzinska, 2020. "Leadership Styles and Employee Expectations," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 398-411.
    • Handle: RePEc:ers:journl:v:xxiii:y:2020:i:special1:p:398-411
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    References listed on IDEAS

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    1. Rafał Drewniak & Robert Karaszewski, 2020. "Diffusion of knowledge in strategic alliance: empirical evidence," International Entrepreneurship and Management Journal, Springer, vol. 16(2), pages 387-416, June.
    2. Rafal Drewniak & Urszula Slupska & Iwona Posadzinska, 2020. "Leadership and Internal Relational Capital of Enterprises," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 373-388.
    3. Franco GANDOLFI & Seth STONE, 2016. "Clarifying Leadership: High-impact Leaders in a Time of Leadership Crisis," REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, Faculty of Management, Academy of Economic Studies, Bucharest, Romania, vol. 17(3), pages 212-224, July.
    4. Denise Parris & Jon Peachey, 2013. "A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts," Journal of Business Ethics, Springer, vol. 113(3), pages 377-393, March.
    5. Iwona Posadzinska & Urszula Slupska & Robert Karaszewski, 2020. "The Attitudes and Actions of the Superior and the Participative Management Style," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 488-501.
    6. Urszula Slupska & Zbigniew Drewniak & Robert Karaszewski, 2020. "Improving the Internal Relations Versus Shaping the External Relations of the Enterprise," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 572-585.
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    Cited by:

    1. Rafal Drewniak & Urszula Slupska & Iwona Posadzinska, 2020. "Leadership and Internal Relational Capital of Enterprises," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 373-388.
    2. Urszula Slupska & Zbigniew Drewniak & Robert Karaszewski, 2020. "Improving the Internal Relations Versus Shaping the External Relations of the Enterprise," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 572-585.
    3. Mariusz Wozniakowski & Agnieszka Piotrowska-Piatek & Wiktor Krasa, 2023. "Developing the Driver-Employer Relationship in Terms of Internal Public Relations Activities," European Research Studies Journal, European Research Studies Journal, vol. 0(4), pages 779-792.
    4. Robert Karaszewski & Rafał Drewniak, 2021. "The Leading Traits of the Modern Corporate Leader: Comparing Survey Results from 2008 and 2018," Energies, MDPI, vol. 14(23), pages 1-23, November.
    5. Iwona Posadzinska & Urszula Slupska & Robert Karaszewski, 2020. "The Attitudes and Actions of the Superior and the Participative Management Style," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 488-501.

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    More about this item

    Keywords

    Leadership style; inter-organizational relations; employee expectations.;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • D84 - Microeconomics - - Information, Knowledge, and Uncertainty - - - Expectations; Speculations
    • D91 - Microeconomics - - Micro-Based Behavioral Economics - - - Role and Effects of Psychological, Emotional, Social, and Cognitive Factors on Decision Making

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