Jouko Arvonen

TL;DR: In this article, a factor analysis of a leadership behaviour questionnaire revealed the same pattern of leadership styles in all the participants described their own manager in a 36-item questionnaire; the managers were also rated for managerial competence and the respondent's personal attitude to the manager was given.

TL;DR: In this paper, the authors provided a research report on leadership styles studied in a range of countries, industry types and organization levels, and found that the results showed no evidence of contingency effects, i.e. variations in effectiveness across broad contexts such as branch, function or hierarchic level, although the clusters differed with regard to representation in different contexts.

TL;DR: More than 2,000 employees from different types of private and public organizations in Sweden and USA rated their managers with regard to actual and appropriate leadership style and the operation demands in the departments the managers were responsible for as discussed by the authors.

TL;DR: In this article, a study was carried out in an international Swedish industrial company, where a total of 49 departments were included representing 363 respondents, and all the data were collected at the individual level.