f some form of participative, or relational management and leadership, there still appears to be no over whelming acceptance of the proposition that such styles of leadership and management will result in improved organiza tional performance. There does appears to be a general
agreement with the premise that the quality and style of leadership, the processes of implementing organizational change, the methods employed in resolving organizational con flicts, the level and quality of organizational communications, and the ability of individuals to participate, to some degree, in decisions concerning them do contribute to the quality of working life and, in turn, to the level of organizational per formance. The disagreements are related to (1) how these fac tors work together, (2) which manifestations of each are most appropriate for different organizational environments, and how organizational leadership can best mesh all of the disparate factors into an efficient and effective system of management.
The purpose of this study was to examine the concepts of leadership and management, with a particular emphasis on how organizational leadership may best be practiced within the con tinuum ranging from the authoritative style to the participa tive style. In seeking this objective, this study examined (1) the nature of leadership, (2) organizational leadership, and (3) managerial styles.
A generally accepted agreement on the definition leader ship has eluded theorists and practitioners alike for scores of years. As might be expected of any concept which has appeared to defy definition, there exists fairly widespread disagreement among the experts as to just what it involves. Peter Drucker (1954, p. 107) said that leadership "is of the utmost impor tance. Indeed there is no substitute for it. But leadership cannot be created or promoted. It cannot be taught or learned." Thus, Drucker supported the premise that leadership is a...