| It has been theorized that the leadership style (LS) of a leader/manager in nonprofit organizations is important to effectively motivate employees to work together in achieving goals. The purpose of this study is to determine if there is a relationship between leadership styles, organizational culture (OC), and organizational effectiveness outcomes (OEO). The relationship study applies data collection and scoring procedures developed by Bass and Avolio. The correlation between independent variables of transformational, transactional and passive/avoidant leadership styles and the dependent variables of transformational and transactional OC, and OEO variables of effectiveness, satisfaction, and extra effort were examined. Data was collected on leadership styles and organizational effectiveness outcomes by using Bass and Avolio's Multifactor Leadership Questionnaire (MLQ-5X-Short) and the Organizational Description Questionnaire (ODQ). Leader/manager leadership styles were compared with organizational culture and organizational effectiveness outcome. This quantitative study utilized bivariate correlation techniques of Pearson's Product Moment Correlation. Results determined that some leadership styles were significantly correlated with organizational culture and organizational effectiveness outcomes and few were not correlated. Therefore, it is hypothesized that leadership styles as perceived by staff have a significant impact on organizational culture and organizational effectiveness outcomes. Additionally, the study shows the self-assessed leader/manager leadership styles and the impact their leadership styles have on organizational culture and organizational effectiveness outcomes. The study also demonstrates that leaders' self-assessed leadership style, organizational culture, and organizational effectiveness outcomes were opposite from the perception of staff. |
