Hierarchical Level and Leadership Style

This research investigates the relationship between the hierarchical level of managerial personnel and individual differences in their leadership styles, specifically the degree to which they are disposed to the use of participative versus autocratic decision-making strategies. Analysis of self-report data collected from four different levels of managers suggests a greater propensity for use of participative methods at higher organizational levels. Subordinate descriptions of their immediate superiors further support this relationship. However, members asked to describe this relationship reveal perceptions incongruent with the direction of effect implied by the between-level group differences. Reasons for the incongruity and its implications for the organization are discussed.