The Influence Of Directors’ Leadership Styles In Company Performance: The Case Of Ohlthaver And List (O&L) Group Of Companies

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ABSTRACT

This study is about how the effectiveness of leadership in an organisation is determined by or is a consequence of the style of the leadership as delineated by Hersey and Blanchard who limit styles to Selling, Telling, Participating and Delegating. A selected group of managing directors in one of the oldest and most respected business enterprise in Namibia, the O&L Group of Companies was studied. The study used Hersey's (1989) “Leader Effectiveness and Adaptability Description” - LEAD SELF and LEAD OTHER as the instrument. Questionnaires were administered to managing directors and their direct reports in selected O&L Group of Companies. The LEAD SELF measured the self-perception of managing directors of their own leadership styles and the LEAD OTHER reflected the perception of employees of the leadership styles of managing directors. It was found that a growing number of Managing Directors used the democratic leadership style to create ownership in the company. It was also found that depending on situations, Managing Directors used various leadership styles, as the leaders chose the style that was considered most appropriate. The study concluded that managing directors themselves perceived selling, as their dominant or primary style of leadership while relying on a two-way communication and socio-emotional support system to get the senior managers to psychologically buy into decisions.

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