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Leadership in organizations


What factors drive dependent and interdependent behavior in leaders in organizations?


In any organization there exist various factors that influence the behaviour of leaders and managers within the organization. Their decision is based on their experience and other factors existing within management context such as:

Demographics factors

Demography is the study of population.  In an organization, there are minor and major leaders who are in control of the organization day to day activities. All of these leaders; both independent and dependent differ in terms of age, gender, race, experience, education, culture to mention but a few, (Forman, & Ross, 2013, pg. 52). Due to this, they are differentiate in terms of how they can be able to manage the company operational efficiency, minimization of cost, how well the leader can be able to avoid risk, is the leader innovative enough to be substantiated from others,  flexibility to organizational and environmental change last but not least talent development. Leaders who can posses the company key competencies are made to be dependent and can make their decision without consulting any personnel above but who cannot possess the characteristics are made to be dependent and for any decision, they must first consult.

Internal promotion and external hires

Dependent leaders and independent leader’s behaviour can be described in terms of their position in the company and outside company. The position a certain leader posses can make him or her to be dependent or independent. For example, if a personnel is in charge of an organization department. And there is other personnel who is in charge of a specific unit in a company, the behaviour of the two will differ because of the company internal promotion of personnel. Also, if leaders posses a position outside the company or he or she is outsourced by other companies, the behaviour of such personnel will differ with other at from that point of view and due to his or her resume, he or she will be mostly be recognized as an independent leader and he or she must be promoted in his mother company, (Tjosvold, & Wisse, 2009, pg. 87).

Diversity or targeted diversity

Dependent and independent leader’s behaviour differs mostly in an organization due to the location or the level each of them holds. For example if a certain leader leaves in a well developed place, he or she will be an independent leader not because of his skills or knowledge but because he or she is well established unlike the other who will be dependent since he or she is upcoming no matter the level of his or her location.


Tjosvold, D., & Wisse, B. (2009). Power and interdependence in organizations. Cambridge, UK: Cambridge University Press.

Forman, J. P., & Ross, L. A. (2013). Integra

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