Differential Leadership Modes and Productivity in a Large Organization

Abstract

The article addresses the lack of empirical data related to research in effective leadership. The author presents a study of an insurance company whose structure consists of three separate, but structurally identical divisions that would allow for a comparative study. The study looks at the three different leadership modes and asks what impact leadership has in determining efficiency and productivity. The author presents the methodology and results, including subordinates' and superiors' attitudes about managerial effectiveness, qualitative measures of performance, efficiency, and cost and profit. The study showed a difference in subordinate attitudes, but qualitative measures were consistent across the three divisions. Interpretation of the results is presented.