Original Research

A comparison of leadership styles with respect to biographical characteristics

Javad Afshari, Zahra Moein, Farzad Afshari, Javad Sharifi-Rad, Abbas Balouchi, Azam Afshari
SA Journal of Human Resource Management | Vol 15 | a817 | DOI: https://doi.org/10.4102/sajhrm.v15i0.817 | © 2017 Javad Afshari, Zahra Moein, Farzad Afshari, Javad Sharifi-Rad, Abbas Balouchi, Azam Afshari | This work is licensed under CC Attribution 4.0
Submitted: 14 May 2016 | Published: 12 April 2017

About the author(s)

Javad Afshari, College of Nursing and Midwifery, Zabol University of Medical Sciences, Iran, Islamic Republic of
Zahra Moein, College of Nursing and Midwifery, Zabol University of Medical Sciences, Iran, Islamic Republic of
Farzad Afshari, College of Nursing and Midwifery, Zabol University of Medical Sciences, Iran, Islamic Republic of
Javad Sharifi-Rad, Phytochemistry Research Center, Shahid Beheshti University of Medical Sciences, Iran, Islamic Republic of
Abbas Balouchi, College of Medicine, Zabol University of Medical Sciences, Iran, Islamic Republic of
Azam Afshari, College of Nursing and Midwifery, Zabol University of Medical Sciences, Iran, Islamic Republic of


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Abstract

Research purpose: Managers, when applying their leadership styles, are affected by some of their own traits. This article intends to compare the leadership styles of the managers of Zabol University of Medical Sciences with respect to Hersey and Blanchard model that was based on their biographical characteristics.

Research design, approach and method: The research methodology is descriptive-causal and comparative. The data were collected from 300 individuals (124 female and 176 male participants).

Main findings: No significant difference was observed between the directive, persuasive, participative and delegative leadership styles of male and female managers. However, there was a significant difference between the mean of the directive, persuasive, participative and delegative leadership styles of managers, considering their work experience, education level and field of study.

Research limitations: The conservative atmosphere in university environments may affect the manager’s responses to the questionnaire; therefore, in the generalisation of the results, this issue should be taken into account.

Practical implications: It is recommended to hold in-service courses for managers who have a lower education level or less work experience or have been graduated from the fields of study other than the Management major. It is also suggested to pay attention to the managers’ fields of study and managerial experiences at the time of employment.

Contribution: This study enhances the quality of managers’ leadership style and consequently increases the productivity in university environments.

 


Keywords

leadership style; directive; persuasive; participative; delegative leadership styles

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