The impact of ‘learning’ and ‘leadership’ management styles on organizational outcomes: a study of tyre firms in Thailand

Abstract

This study examines the relationship between managers' learning and leadership styles on the one hand, and organizational outcomes on the other. Small retail tyre firms in north-east Thailand are taken as a case study. Questionnaires were distributed to managers covering demographics, learning styles, leadership styles and organizational effectiveness. Follow-up interviews gathered further, more detailed, data. The questionnaire results suggested that leadership styles do indeed impact upon organizational outcomes. Learning styles were also found to impact upon organizational outcomes. Specifically, the reflector and pragmatist learning styles and the transformational and transactional leadership styles were found to be the most effective. The impact of learning styles was found to be mediated by leadership styles.

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