A model of multifaceted leadership styles and corresponding organisational culture in: Mobarekeh Steel Company, Isfahan, Iran

Saeidlandarn Isfahani, Hadi Teimouri and Mehdi Abzari

International Journal of Business Innovation and Research, 2019, vol. 20, issue 2, 266-282

Abstract: The purpose of the current study was to provide a model of multifaceted leadership consistent with the prevailing organisational culture in Mobarekeh Steel Company located in Isfahan, Iran. This is a mixed-methods research using both qualitative and quantitative approaches. The statistical population in the qualitative section included the company's chief executives and academicians from the University of Isfahan with whom semi-structured interviews were held. Next, based on the extracted models, the research questionnaire was prepared and distributed among the sample respondents. Based on the obtained data from the questionnaire in quantitate section, the expected relationship between the dominant corporate culture and different leadership styles was examined using SEM technique. The reliability of the questionnaire was confirmed by experts and the validity of the research was confirmed using the Cronbach alpha value. The results indicated that servant, authoritarian and protective leadership styles best fitted the dominant culture which was largely traditional.

Keywords: dominant organisational culture; traditional subculture; Islamic subculture; Western subculture; leadership styles; Iran. (search for similar items in EconPapers)
Date: 2019
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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijbire:v:20:y:2019:i:2:p:266-282

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