What makes the difference between the leader who rises steadily through the ranks of an organization versus the derailed executive whose career mysteriously jumps the track, short of expectations?

A recent study by Psychological Associates, a St. Louis-based consulting firm, suggests that a major factor governing executive success is leadership style. A majority of the successful executives in the study exhibit similar behaviors characteristic of a collaborative style of leadership. In fact, the study indicates that collaborative leaders are twice as likely to be successful as those practicing any other style of leadership. (Leadership Behavior)

Sixty-seven top executives — vice-presidents and above — were evaluated for success on the job during the research. Each of the executives had been referred to Psychological Associates for training and consultation. Some were referred by their organizations because they were perceived to be successful managers who merely needed more development. Others were characterized as "derailed" managers whose future with the company was in doubt due to sub-par performance.

The data for the study was extracted from more than 550 multi-rater feedback documents. These documents were submitted by the 67 executives themselves, as well as by their bosses and their direct reports. Each participant was asked to rate the executive on specific management behaviors that make up leadership style: setting direction, delegating, decision making, communicating, and feedback. Subjects were also rated on their proficiency in basic management practices: controlling, leading, organizing, and planning.

A Two-Horse Race?

Make no mistake. When measuring successful performance, the boss’s evaluation matters most; and productivity is an overriding concern of bosses. After all, managers are paid to get results. The study confirms that bosses prefer leaders who place an emphasis on productivity — in this case, the Q1 autocratic and Q4 collaborative leadership styles located above the horizontal line in the behavioral model, which indicates dominance or people who get the job done. On the other hand, submissive leadership, styles such as the Q2 uninvolved or the Q3 sociable styles, do not get the job done.