Mohammad Toriqul Islam Jony1*, Md. Jahangir Alam1, Mohammad Rafiqul Amin2, and Md. Jahangir Alam3
1Dept. of Management, Jatiya Kabi Kazi Nazrul Islam University, Trishal, Mymensingh, Bangladesh; 2Dept. of Human Resource Management, Jatiya Kabi Kazi Nazrul Islam University, Trishal, Mymensingh, Bangladesh; and 3Dept. of Business Administration, Gono University, Dhaka, Bangladesh
*Correspondence: jony.jkkniu@gmail.com
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ABSTRACT
This study aims to show the influence of the three types of leadership style: Autocratic, Democratic, and Laissez-Faire on an organization's success, and the study was conducted through a field survey of 60 respondents from different popular restaurants of Mymensingh, Bangladesh. The researchers designed and administered a well designed structured questionnaire in a combination that includes both open and close to collect data. After collecting data from the field, the researchers carry out a comprehensive statistical analysis to analyze the research objectives. However; the study finds that the driving factors that have a major impact on organizational performance are Advice, Decision Making, Involvement, Consultation, and Shared and the democratic leadership style has a strong affirmative impact on the organizational performance. The factors: Leadership barriers, Expression of views, Communication, Stay out of the way, Freedom, Rewards or Punishment, Policies, Refusal to explain and Order and Procedures are not available in the results of the organizations. The study also finds that the factors of autocratic leadership have a significant negative impact on the organization and the style of laissez-faire management does not affect the organization's outcomes.
Keywords: Organizational performance, Democratic, Leadership style, Factors, and Productivity.
Citation: Jony MTI, Alam MJ, Amin MR, and Alam MJ. (2019). The impact of autocratic, democratic, and laissez-faire leadership styles on the success of the organization: a study on the different popular restaurants of Mymensingh, Bangladesh, Can. J. Bus. Inf. Stud., 1(6), 28-38. https://doi.org/10.34104/cjbis.019.028038
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