Wielość i zmienność władzy a stosowany styl kierowania – w poszukiwaniu współzależności
Multiple and transitive power vs. used style of management – in search of correlations

Summary/Abstract: The development of the project management causes the dissemination of various types of project structures in which heterarchy replaces traditional hierarchy as a mechanism of coordination of activities. The goal of the paper is to search for correlations between the intensity of heterarchy and leadership style. In the study conducted in a group of line managers, project managers and team members (n=370) weak relationships between the transitivity of power, and used leadership style were identified (only in the group of managers, n=224). The results give no evidence to confirm the research hypothesis concerning relationship between the intensity of heterarchy and style of management. The development of the project management causes the dissemination of various types of project structures in which heterarchy replaces traditional hierarchy as a mechanism of coordination of activities. The goal of the paper is to search for correlations between the intensity of heterarchy and leadership style. In the study conducted in a group of line managers, project managers and team members (n=370) weak relationships between the transitivity of power, and used leadership style were identified (only in the group of managers, n=224). The results give no evidence to confirm the research hypothesis concerning relationship between the intensity of heterarchy and style of management. The development of the project management causes the dissemination of various types of project structures in which heterarchy replaces traditional hierarchy as a mechanism of coordination of activities. The goal of the paper is to search for correlations between the intensity of heterarchy and leadership style. In the study conducted in a group of line managers, project managers and team members (n=370) weak relationships between the transitivity of power, and used leadership style were identified (only in the group of managers, n=224). The results give no evidence to confirm the research hypothesis concerning relationship between the intensity of heterarchy and style of management.

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