.Leadership Styles and Organizational Outcomes: A Theoretical Investigation | ||||
| التجارة والتمويل | ||||
| Volume 44, Issue 2, June 2024, Page 47-59 PDF (782.08 K) | ||||
| DOI: 10.21608/caf.2024.371221 | ||||
 View on SCiNiTO | ||||
| Author | ||||
Ahmed bin Abdulrahman Bakhit Alodhiani
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| Master of Business Administration, Sulaiman Al-Rajhi University, supporting research for applying for a PhD in Business | ||||
| Abstract | ||||
| Leadership styles refer to leaders' techniques and behaviors to motivate, guide, and supervise their teams. The influence of these types on organizational outcomes is substantial, affecting the work atmosphere, employee morale, productivity, and overall performance. Effective leadership promotes a favorable workplace culture, encourages innovation, and improves the ability to adapt and achieve strategic goals. Different leadership styles, including transformational, transactional, and democratic leadership, benefit organizational citizenship behavior (OCB) and performance, whereas authoritarian leadership has a lesser influence. The Full-Range Model of Leadership classifies leadership styles on a spectrum ranging from transformational to laissez-faire, emphasizing their diverse effects on organizational outcomes. Skilled leaders modify their approaches to suit particular situations, improving team dynamics and overall achievement within the firm. Research highlights the substantial influence of leadership styles on employee performance, satisfaction, organizational culture, innovation, and change management. Transformational leadership, defined as having a clear vision and showing individual consideration, increases engagement and productivity. | ||||
| Keywords | ||||
| Leadership styles; Organizational outcomes; Employees; Productivity; Organizational citizenship behavior (OCB); Work atmosphere | ||||
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