The impact of leadership style on global management practices

A study was conducted to explore the impact of differences in leadership st yle on the practice of global leadership and management. Data were collecte d from 391 senior managers from a global organization and 1,701 of their di rect reports, 358 straight-line supervisors, and 266 dotted-line supervisor s. ANOVA results indicate that transformational leaders were rated signific antly higher on all behaviors by their direct reports than were transaction al leaders. Straight-line supervisors rated transformational leaders signif icantly higher on managing change- and relationship-management behaviors, w hereas dotted-line supervisors rated transformational leaders higher on lea rning orientation. Finally, transformational leaders were significantly mor e self-aware (greater congruence in self vs. direct reports' average rating s) regarding the practice of these behaviors. Implications for future resea rch are discussed.