A comparative leadership analysis in an agricultural business

Abstract

The purpose of the study was to compare the perceptions of subordinates with top managements? own perceptions regarding top management leadership and innovative ability and to determine whether differences and/or similarities exist. The Multi Leadership Questionnaire (MLQ form 5X) from Avolio & Bass (2004) was used to measure self– and subordinates? perceptions of leadership styles. The Situation Outlook Questionnaire (SOQ) was used to measure leaders? self– and subordinates? perception on the ability to be innovative. The questionnaires were completed by 6 executive committee members (top management) and 94 subordinates that have a direct relationship with the executive committee members in an agricultural business. The research findings revealed that there is a significant difference between leaders? (executive committee members) self–perceptions on their own leadership and ability to be innovative, versus the perceptions of their subordinates on their leadership and ability to be innovative. The research showed that leaders tend to assess themselves higher than their subordinates do. Both leaders and subordinates indicated that the leaders have a transformational leadership style. The results also showed that there is a weak to moderate, positively significant correlation between innovation and transformational leadership styles.