أنماط قيادة المديرين في مؤسسات الأعمال الأردنية في ضوء قيمهم الثقافية

This study aims at examining Jordanian managers' leadership styles in light of their cultural values. The study considered the cultural orientations of power distance and uncertainty avoidance, as independent variables, and task-people leadership styles as dependent variables. The study expected that, for cultural reasons, Jordanian managers' leadership style will be greater on task than people style. The results of the study sustained this hypothesis and showed that Jordanian managers adopted task style of leadership because they are more concerned in production and performance than people and relationships. The results also revealed that male, non-university graduates, and young managers were specifically more concerned in implementing task than people style of leadership. The study concludes that any change in Jordanian managers' leadership styles, can be achieved through cultural change in managerial values, and can benefit from the prevailing styles in other cultures, in order to face the current tough competition in the complex and dynamic business environment. KEYWORDS: Jordanian Organizations, Leadership Styles, Cultural Values