Leadership Style and Leader Needs

Academy of Management Journal · 1975 · Volume 18 · Issue 2

Abstract

The article discusses research which focuses on the forces which influence the leaders of complex organizations. Three primary forces are considered. The author claims there is a positive relationship between a task oriented leadership style and a lack of fulfillment of the leader's personal needs. Employee-centered leadership styles suggest a lesser degree of unfulfilled personal needs. Research conducted was based on two separate questionnaires mailed to the homes of corporate presidents within the United States. The author concludes that a leader's choice of an influence strategy (leadership behavior) is typically constrained by the nature of his own personal system of needs.

Keywords

LEADERSHIP, CONTINGENCY theory (Management), COMPLEX organizations, MANAGEMENT, AUTHORITY, ORGANIZATIONAL sociology, INTERORGANIZATIONAL relations, EXECUTIVE ability (Management), BUSINESS communication, SELF-realization, CORPORATE presidents

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