The 5 Differences Between Leadership Styles in Africa and America to Focus on

The 5 Differences Between Leadership Styles in Africa and America to Focus on

The difference between leadership styles in Africa and America

During the past few years, the differences between leadership styles in Africa and The United States of America have become apparent. These differences are based on a number of factors. They include race, social and cultural influences, economic status and gender. While these differences are relatively minor, they do have an effect on the way leaders approach and execute their tasks.  They can also have an effect downward into economics.


Using a cross-sectional approach, an online survey research was conducted to explore the association between leadership styles and work outcomes. The findings suggest that relationship-oriented styles are more prevalent than task-oriented styles. This is important in a project-based work environment where collaboration and agility are essential.

Moreover, there is a correlation between the work engagement of the participants and their leadership styles. In particular, transformational leadership styles are found to have a positive impact on work engagement in both countries.


The study also found that transactional leadership styles are positively correlated with work engagement in Ethiopia. However, this association has failed to reach statistical significance. The same holds true for the laissez faire leadership style, which is found to have a negative effect on work engagement in Ethiopia.

Lastly, the study found that there is a correlation between the task-oriented style of leadership and team performance. The results suggest that a project manager with a strong leadership style leads to high performance by developing a high performing team. This is also the case with the relations-oriented style of leadership.

Cross-Sectional Approach

Using a cross-sectional approach, data from the questionnaire were analyzed using short phrases and a factorial definition. Specifically, a leadership behavior was defined as a combination of a task and a relationship. A sample of 129 experienced managers was asked to complete the Fred Fielder leadership behavioral style self-assessment questionnaire over a two-year period. The questionnaire was used to collect data from Americans and Ugandans.

Using a multiple linear regression analysis, the data were analyzed to determine the relationships between the indicators of work engagement and leadership styles. The results indicated that relations-oriented style of leadership had a positive effect on work engagement, while the transactional style had a negative impact on work engagement.


Depending on the situational context of an organization, the leadership behavior of an individual leader can change. This has led to the development of the theory of leadership behavioral patterns. These patterns help leaders demonstrate leadership competencies in their work.

This study uses leadership behavioral theory to explore task-oriented leadership styles. The task-oriented style refers to those leaders who prioritize productivity and efficiency. They ensure that things are done on time, with high standards and clear work schedules. They also focus on tasks needed to meet specific goals.

Task-oriented leadership can be useful to employees who need guidance, but they can also be problematic to team members. Employees who are self-motivated can rebel under task-oriented leadership. This can lead to a lack of creativity, which can negatively affect the product of a company.

Relationship-oriented leadership styles can be used to motivate team members. They can evoke emotional states in people, such as trust and commitment. Depending on the situation, they may be more effective than task-oriented leadership styles.

In this study, the relationship and task-oriented behavioral patterns of school leaders were compared. Both were effective in their respective situations. The results showed that school leadership styles were not mutually exclusive. They were influenced by situational factors in the school environment.

The study also found that both styles had positive effects on school improvement. However, there was a difference in the scores for both styles. The scores trended much higher for relationship-oriented leaders.

Both task-oriented and relations-oriented are the type of leadership styles were effective in school leadership. However, the results showed that Ugandan workers are more relation-oriented than Americans. They also showed a positive attitude towards understanding their own leadership style.


Throughout history, paternalistic leadership style has benefited organizations. It is a style that is based on trust and loyalty, and allows leaders to protect the interests of their subordinates during conflicts. It is important for organizations to understand how to implement paternalistic leadership to improve performance. It is also a style that is effective in non-Western cultures.

There are many types of paternalistic leadership, including benevolent and exploitative. Benevolent paternalism aims to nurture and care for followers to increase loyalty. On the other hand, exploitative paternalism focuses on control and exploitation. The latter is more likely to be effective in non-Western cultures, where the cultural emphasis is on mutual obligations.

A paternalistic leader’s actions can be evaluated on their affectivity, or their level of involvement in the lives of their subordinates. A high level of involvement is a sign of positive emotions among followers, which may translate to better job performance. It is also a sign that a leader is concerned with ensuring that his subordinates are satisfied.

The paternal signs may also be a sign of favoritism. Some people assert that benevolent paternalism is only there to satisfy the power-holder’s need for something in return. It is important to understand the difference between benevolent and exploitative paternalism.

Paternalistic leadership is often compared to other forms of leadership, such as transactional leadership and democratic management. The latter focuses on short-term business exchanges, while the former involves long-term and personal relationships.

Although paternalistic leadership styles may be useful in some contexts, they can also be harmful. For example, benevolent paternalism is a good idea, but if the leader’s actions only serve to satisfy the power holder’s immediate needs, it is unlikely to be an effective practice.


Whether a black person is a good leader or not is largely dependent on the kind of personality they possess. Some black people are natural leaders, while others have little aptitude for leading others. However, some people have made progress on the ladder of leadership success.

The first generation of black leaders has already broken the unwritten codes of conduct that have been passed on through generations. They have begun to challenge the notion that the African legend is true. Many of these black leaders have even suggested corrective action to the mass media. Nevertheless, black leadership continues to be subject to impropriety.

Some black leaders have suggested corrective action to disgruntled employees. However, this action has only led to more impropriety. As a result, black leaders have become increasingly frustrated by acts of corruption, impropriety, and acts of neglect.

Many Africans believe that their self-destructive behavior is the result of unrestrained envy. They believe that their community’s lack of ability to compete with non-African elements of society has led to the destruction of their successes. Others believe that Africans are not naturally capable of rising above bad press.

While a certain section of black population remains skeptical about the validity of the study of African leadership, there is no shortage of literature on the subject. Many of the authors rush from one analysis to another, leaving the reader with a question mark.

A study based on the work of Ken Mufuka suggests that the Africans in the Great Zimbabwe had a different concept of leadership than their European counterparts. This concept recognizes the importance of teamwork, creative thinking, and critical thinking. It also encourages flexibility and encourages positive thinking.


Unlike other types of leadership styles, laissez-faire leadership style involves being hands off and trusting employees. This style of leadership is ideal for employees who have high responsibility and self-discipline. However, it has been found that it can lead to negative employee well-being.

The relationship between a manager’s laissez-faire leadership and employees’ well-being has been largely understudied. The present study aims to explore the relationship between this type of leadership and work-related burnout.

In the past, researchers have identified a negative relationship between this style of leadership and work-related burnout. However, the relationship has been primarily found to be indirect. That is, the style of leadership indirectly contributed to burnout through role clarity. This was a significant finding.

In order to better understand the relationship between a manager’s laissez-faire style of leadership and employees’ well-being, this study examined the effects of role clarity on this relationship. It was found that role clarity mediated the relationship between managers’ laissez-faire leadership and burnout. It was found that when an employee had poor role clarity, they were more likely to experience work-related burnout. This is because a manager’s laissez-faire approach to leadership reduces employees’ ability to achieve clarity and clarity can be a significant contributor to stress.

The indirect effects of the leader’s laissez-faire approach to leadership on job satisfaction were also found to be significant. Laissez-faire leaders leave the decisions and the actions to their employees. However, they are still available to provide feedback when necessary. Laissez-faire leaders are also known to encourage employees’ personal growth. This style of leadership is also effective in allowing employees to make decisions faster.

This study adds to the body of research on the impact of laissez-faire leadership on employees’ well-being. It also helps managers and organizations to identify these behaviors in their leadership teams.

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