THE CORRELATION BETWEEN SPECIFIC LEADER STYLES AND SPECIFIC TEAM CULTURES: AN EXPLORATORY STUDY

Joseph Pieri
William L. Sparks
Queens University

Kayshia Kruger
Paradigm Shifts, LLC

ABSTRACT

Leaders in formal organizational settings significantly impact many facets of
organizational performance, including creating and sustaining team culture. While prior research
efforts have examined the impact of leadership on organizational culture at the macro level, no
study has sought to examine the correlation between leader behaviors, team culture, and
performance. This exploratory study examines the correlation between four specific leader styles
(Achiever, Affirmer, Asserter and Actualized styles) and four specific team cultures (Detached,
Dramatic, Dependent and Dynamic and cultures).
Using a large sample from 15 intact teams, the results of this study revealed that there are
significant correlations between: (1) the leader’s Self-actualized motive style and the team’s
Dynamic culture, (2) the leader’s Achiever motive need style and the team’s Detached culture, (3)
the leader’s Affirmer motive need style and the team’s Dramatic culture, and (4) the leader’s
Asserter motive need style and the team’s Dependent culture. Conclusions and recommendations
for future research are explored.

Keywords: Leader style, team culture, human motivation