Study on Management Styles and Managerial Power Types for a Large Organization

Abstract

This paper studies the leadership style and leaders’ power in a large scale organization. Our case study analyzes a higher education organization (university) with 1352 employees targeting the support positions in the organization for didactic activities (auxiliary didactic employees and non-didactic employees). The organizational power of a leader derives from the position of power (legitimate, reward, coercive) and personal power (expert, referent). The perception of the employee on the organizational power is highly important for the degree of success or lack of success in the organization. The main objectives of this study were to identify the leadership style, preferences on leaders’ power type, and the relationships between them.

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