Preferred Leadership Styles and Influence Tactics

Jai B.P. Sinha and Parvinder Gupta

Management and Labour Studies, 2002, vol. 27, issue 1, 45-53

Abstract: Two hundred nine MBA (Masters in Business Administration) students of a management institute rated their leadership styles and influence tactics as a part of their classroom exercise. The findings indicated that they preferred to adopt nurturant-task (NT) and participative styles more frequently than transformational style. Authoritarian style of leadership was least likely to be adopted by them. The first three styles were positively correlated suggesting the possibility that they have in their repertoire the potential to evoke, in varying degrees, all the styles of leadership. Rational persuasion and empowering were most likely to be used as influence tactics, followed by personal appeal and consultation, reward for performance, use of authority, and so on. Although leadership styles were meaningfully related to influence tactics, there were enough overlaps to suggest that leaders may flexibly use different styles and influence tactics depending possibly on the contingencies of different situations.

Date: 2002
References: View complete reference list from CitEc
Citations:

Downloads: (external link)
https://journals.sagepub.com/doi/10.1177/0258042X0202700104 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:27:y:2002:i:1:p:45-53

DOI: 10.1177/0258042X0202700104

Access Statistics for this article

More articles in Management and Labour Studies from XLRI Jamshedpur, School of Business Management & Human Resources
Bibliographic data for series maintained by SAGE Publications ().