| Summary/Abstract |
There are numerous studies on the success of various leadership styles that refer to the link between styles and levels of performance and other relevant organizational parameters. Data from a recent survey in a multinational headquarters (HQs) replicate previous findings on leadership style concerning the preferences of the subordinates for more participation in decision-making. Although multinational HQs are in many ways unique organizations that could present unique leadership challenges, too, the findings using traditional models of leadership show how similarly, compared to civilian companies and public administrations, leadership styles are perceived and evaluated by subordinates. Apart from that, the survey data indicate that leadership style—quite different from what was expected—has no significant effect on “organizational commitment” and “mission clarity.” The reasons for that result are discussed against the backdrop of the peculiarities of the organization under investigation.
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