An exploratory study of organizational structure and its impact on leadership styles and power tactics

• Main Author: Go, Renee Antoinette E.
• Format: text
• Language: English
• Published: Animo Repository 2020
• Subjects: Leadership; Tactics; Organization; Business enterprises > Philippines > Metro Manila; Social and Behavioral Sciences
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5994; https://animorepository.dlsu.edu.ph/cgi/viewcontent.cgi?article=13109&context=etd_masteral
• Institution: De La Salle University

This study examined the triad relationship between power tactics, organizational structure and leadership styles implemented by corporate leaders in corporate organizations in Metro Manila. The leadership styles were classified into three different approaches: transactional, transformational and laissez-faire leadership, while the organizational structure was described in terms of three different types: hierarchical, democaratic and flat. On the other hand, power tactics were classified in terms of soft and hard power. This study is qualitative in design and descriptive and exploratory in purpose. The researcher conducted semi-structured in depth interviews on a chosen population sample of 15 employees from corporate organizations in Metro Manila. The findings show that a hierarchical organization is more likely to result to a transactional leadership style among superiors, while for the democratic organization,it shapes the formation of a transformational leadership style among its members. Meanwhile, for the organization with a flat structure, results show that it is more likely to utilize a laisses-faire approach combined with elements of transformational leadership. In addition, findings of the study also show that leaders who utilize hard power tactics influence the use of a more transactional approach to leadership, while the use of soft power influences a more transformational or laissez-faire leadership style.