Which Leadership Styles Breed the Most Productive Culture?

Research study by Conexus Consulting

The research study background

Conexus Consulting has developed the following presentation based on data collected from a range of their clients across the period 2004 – 2011 in the format of both Organisational Culture Inventory surveys and Organisational Effectiveness Inventory surveys, as developed by Human Synergistics, an independent research and analysis body.

More specifically, 4679 participants completed the Organisational Culture Inventory survey and 4849 participants completed the Organisational Effectiveness Inventory survey between 2004 – 2011. A significant pool to draw our conclusions from.

The results4324 participants responded as to how they viewed the leadership styles and therefore culture of their organisation. The summary of all results collected show (as per the circumplex below) that the most common form of organisation leadership, as perceived by the employee, is ‘Aggressive/Defensive’ in nature.

The resultsIn comparison, participants indicated that their preferred leadership style would be actually be more ‘Constructive’ in nature (as shown in the circumplex below).

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Go

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mp

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UndesirableGaps

DesirableGaps

HistoricalAverage

The conclusionsThe reasons for the gap between ‘actual’ and ‘preferred’ leadership as highlighted by 7480 participants were as follows:

*Factors contributing to a negative gap are indicated in the maroon bars whilst factors contributing to a positive gap are indicated in the lilac bars

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Inte

ntio

n to

Sta

y

Ro

le C

onflict*

Stre

ss*

Exte

rna

lA

da

pta

bility

Job

Inse

curity*

Intra

-Un

itT

ea

mw

ork a

nd

Co

op

era

tion

Sa

tisfactio

n

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tivatio

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r-Un

itC

oo

rdin

atio

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an

izatio

na

l-L

eve

l Qu

ality

De

pa

rtme

nt-

Le

vel Q

ua

lity

Ro

le C

larity

UndesirableGaps

DesirableGaps

HistoricalAverage

The conclusionsThe outcomes, as reported by the same 7480 participants, of the ‘actual’ and ‘undesired’ leadership included:

*Factors contributing to a negative gap are indicated in the maroon bars whilst factors contributing to a positive gap are indicated in the lilac bars

The conclusionsAll participants were then asked to respond to ‘how satisfied are you with being a member of your organisation?’

Leadership of those who responded 'not at all' or 'to

a slight extent' N = 619

Leadership of those who responded 'to a great

extent' or 'to a very great extent' N = 2541

Leadership of those who responded 'to a moderate

extent' N = 1148

This response proves that a more balanced style of leadership ensures employee satisfaction.

The conclusionsAll participants were then asked ‘to what extent do you plan to be apart of this organisation two years from now?’

Leadership of those who responded 'not at all' or 'to

a slight extent' N = 619

Leadership of those who responded 'to a moderate

extent' N = 1148

Leadership of those who responded 'to a great

extent' or 'to a very great extent' N = 2541

If you want to retain good people (your most expensive asset to replace) you need to use leadership styles that create a satisfactory environment for your employees.

The AnalysisOrganisations which feature a more ‘constructive’ style of leadership will result in a more productive culture; one with low turnover, quality work, due to strong motivation, satisfaction and role clarity.