An Empirical Investigation on Leadership Styles Applied for Global Brand Management of Multinational Organizations in the United States

Abstract

Purpose: The purpose of this study is to understand the application of leadership styles in multinational organizations operating in the United States for their global brand management. Design/Methodology/Approach: This quantitative study design uses three hundred and seventy (370) sample units that were drawn from all levels in organizations in collecting data for the final analysis. Findings: Situational leadership style is the most dominant leadership style applied in global brand management. However, certain critical perspectives at the time of investigation revealed from the study are discussed in the paper. Originality/Value: This study is the first to provide underpinnings of employee’s perception of leadership.

Share and Cite:

Depoo, T. and Shanmuganathan, G. (2013) An Empirical Investigation on Leadership Styles Applied for Global Brand Management of Multinational Organizations in the United States. Open Journal of Business and Management, 1, 11-17. doi: 10.4236/ojbm.2013.12003.

Conflicts of Interest

The authors declare no conflicts of interest.

References

[1] W. Turk, “Manager or leader?” Defense AT&L, Vol. 36, No. 4, 2007, pp. 20-22.
[2] R. S. Bangari, “Leadership: A Critical Text,” IMB Management Review, Vol. 21, No. 1, 2009, pp. 84-85.
[3] J. Napoli, “The Impact of Nonprofit Brand Orientation on Organizational Performance,” Journal of Marketing Management, Vol. 22, No. 7-8, 2008, pp. 673-694. doi:10.1362/026725706778612176
[4] D. R. Domm, “Strategic Vision: Sustaining Employee Commitment,” Business Strategy Review, Vol. 12, No. 4, 2006, p. 39. doi:10.1111/1467-8616.00191
[5] B. M. Bass, “From Transactional to Transformational Leadership: Learning to Share the Vision,” Organizational Dynamics, Vol. 18, No. 3, 2006, pp. 19-31. doi:10.1016/0090-2616(90)90061-S
[6] E. A. Niranjan, “Global Branding Success,” Journal of Marketing, Vol. 71, No. 3, 2008, pp. 132-167.
[7] S. Alden, “Leadership Qualities,” Credit Union Directors Newsletter, Vol. 30, No. 12, 2006, p. 3-3.
[8] A. Zaleznik, “Managers and Leaders: Are They Different?” Harvard Business Review, Vol. 82, No. 1, 2007, pp. 74-81.
[9] F. Small, “Leadership and International Strategy,” Leadership Excellence, Vol. 11, No. 3, 2008, pp. 45-63.
[10] M. Z. Carter and A. Jones-Farmer, “Transformational Leadership and Followers’ Performance: Joint Mediating Effects of Leader-Member Exchange and Interactional Justice,” Academy of Management Proceedings, 2009, pp. 1-6.
[11] J. Choi, “A Motivational Theory of Charismatic Leadership: Envisioning, Empathy, and Empowerment,” Journal of Leadership & Organizational Studies (Baker College), Vol. 13, No. 1, 2006, pp. 24-43. doi:10.1177/10717919070130010501
[12] S. Spoelstra, “Transformational Leadership: Scientific Concept or Management Concept?” Academy of Management Proceedings, 2009, pp. 1-6.
[13] L. V. Gerstner Jr., “Leader vs. Executive,” Across the Board, Vol. 40, No. 2, 2006, p. 10.
[14] J. B. Arbaugh, “Beyond Change Management: Advanced Strategies for Today’s Transformational Leaders,” Academy of Management Learning & Education, Vol. 1, No. 2, 2006, pp. 221-223. doi:10.5465/AMLE.2002.8509421
[15] R. Vadivelu, “Leader and Culture,” Journal of Management Studies, Vol. 21, No. 4, 2008, pp. 155-176.
[16] D. N. D. Hartog and J. J. Van Muijen, “Transactional versus Transformational Leadership: An Analysis of the MLQ,” Journal of Occupational & Organizational Psychology, Vol. 70, No. 1, 2007, pp. 19-34. doi:10.1111/j.2044-8325.1997.tb00628.x
[17] J. Michael, “Leader and Organizational Strategy,” Greener Management International, Vol. 35, 2009, pp. 78-96.
[18] W. Bennis, “The Challenges of Leadership in the Modern World,” American Psychologist, Vol. 62, No. 1, 2007, pp. 2-5. doi:10.1037/0003-066X.62.1.2
[19] V. Srinivasan and P. Chan-Su, “An Approach to the Measurement, Analysis, and Prediction of Brand Equity and Its Sources,” Management Science, Vol. 51, No. 9, 2009, pp. 1433-1448. doi:10.1287/mnsc.1050.0405
[20] S. Daniels, “Leadership Principles,” Leadership Excellence, Vol. 22, No. 4, 2005, p. 10-10.
[21] M. Grass, “Charismatic Leadership,” Journal of Management in Engineering, Vol. 25, No. 4, 2009, pp. 7-29.
[22] I. H. Buchen, “Paradigm-Shift Leadership,” Leadership Excellence, Vol. 24, No. 7, 2007, pp. 19-20.
[23] J. Collins, “Aligning with Vision and Values,” Leadership Excellence, Vol. 23, No. 4, 2006, p. 6-6.
[24] G. Christodoulides, “Breaking Free from the Industrial Age Paradigm of Branding,” Journal of Brand Management, Vol. 15, No. 4, 2008, pp. 291-293. doi:10.1057/palgrave.bm.2550134
[25] J. J. Argo and M. C. Smith, “The Sounds of Brands,” Journal of Marketing, Vol. 74, 2010, pp. 97-109. doi:10.1509/jmkg.74.4.97
[26] D. Ulrich and N. Smallwood, “Building a Leadership Brand,” Harvard Business Review, Vol. 85, No. 7-8, 2007, pp. 92-100.
[27] V. U. Druskat and J. V. Wheeler, “Managing from the Boundary: The Effective Leadershipof Self-Managing Work Teams,” Academy of Management Journal, Vol. 46, No. 4, 2009, pp. 435-457. doi:10.2307/30040637
[28] R. E. Kelley, “In Praise of Followers,” Harvard Business Review, Vol. 66, No. 6, 2006, pp. 142-148.
[29] C. Mullally, “Leadership Brand,” Leadership Excellence, 2008, p. 13-13.
[30] M. Javidan and P. W. Dorfman, “In the Eye of the Beholder: Cross Cultural Lessons in Leadership from Project GLOBE,” Academy of Management Perspectives, Vol. 20, No. 1, 2006, pp. 67-90. doi:10.5465/AMP.2006.19873410
[31] B. J. Lewis, “Effective Team Leadership,” Journal of Management in Engineering, Vol. 15, No. 3, 2008, p. 7.
[32] W. Altman, “Marketing in Rising Economies,” Engineering & Technology, Vol. 4, No. 11, 2009, pp. 76-77. doi:10.1049/et.2009.1120
[33] F. M. Morhart and W. Herzog, “Brand-Specific Leadership: Turning Employees into Brand Champions,” Journal of Marketing, Vol. 73, No. 5, 2009, pp. 122-142. doi:10.1509/jmkg.73.5.122

Copyright © 2024 by authors and Scientific Research Publishing Inc.

Creative Commons License

This work and the related PDF file are licensed under a Creative Commons Attribution 4.0 International License.