| Summary: | This report reviewed prior studies that focus on environmental impact of leadership or
managerial behaviour. Our survey shows that managers, on the whole, recognise the environmental
ramifications of their style in leading their subordinates. In addition, various dimensions of the environment
in which they operate give rise to a particular style. The dimensions of the environment studied are
degree of complexity, degree of dynamism and degree of hostility.
The findings show that, in reality, managers in highly complex and dynamic environment
are more likely to be autocratic. However, in a hostile situation, they are more likely to be
empathetic towards their subordinates, therefore they are inclined towards a laissez-faire or
shared leadership style.
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