The prominent leadership style/s adopted by jordanian firms managers: a case study of the jordanian private firms

The globalization has converted the world into a small global village; a village in which there is an ever high stream of contentions and competitions between organizations. In this scenario the most effective and beneficial maneuver for any organization is to create innovative ways in conducting business. This study deals with the role of leadership in the private firms in the Hashemite Kingdom of Jordan. Moreover, the business environment is changing completely as a result of major factors such as the technological advances, globalization, deregulation, etc. Besides these factors which may influence the performance of any organization, the quality of leadership is also one of the most critical determinants of the ultimate success of the organization as it is responsible about enhancing the employees’ job satisfaction, motivating the employees, and accelerating the development of the organization. So, this study aims to investigate the leadership styles adopted by the Jordanian managers in the Jordanian private firms. The leadership styles which were investigated in this study are Kurt Lewin’s (1890–1947) leadership styles; autocratic (also referred to as authoritarian), democratic, or laissez-faire (Lewin et al, 1939). The study followed the quantitative approach and a questionnaire was employed to generate the data from the respondents. The population of the study consists of managers of various Jordanian private firms in the Hashemite Kingdom of Jordan. A random sample of managers were selected. 60 questionnaires were distributed, 50 were analyzed. The study has found that the main style of leadership adopted by Jordanian managers who run the private firms that were selected for this study is the authoritarian leadership style.