High-Commitment Leadership: A Study of Iranian Executives

Authors

  • Ali Dastmalchian University of Lethbridge, Canada
  • Mansour Javidan University of Calgary, Canada

Abstract

This study tests Conger-Kanungo hypothesis that employee empowerment can help build a strong positive attitude among subordinates. The findings on Iranian executives and managers point to the conclusion that encouraging employee participation, setting motivational goals, removing bureaucratic barriers and rewarding performance lead towards building a loyal workforce.

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Published

1998-11-01

How to Cite

Dastmalchian, A., & Javidan, M. (1998). High-Commitment Leadership: A Study of Iranian Executives. Journal of Comparative International Management, 1(1). Retrieved from https://journals.lib.unb.ca/index.php/JCIM/article/view/476

Issue

Vol. 1 No. 1 (1998)

Section

RESEARCH ARTICLES

License

Papers accepted become the copyright of the journal, unless otherwise specifically agreed.