Management is the basis of all necessary changes required for any organization. In order to reach organizational objectives, it is necessary to use human resources as effectively as possible. All management team members need to know about their own thinking as well as their ideas on reaching common objectives with better outcomes. In this paper, we present an empirical investigation to study the relationship between leadership style and perceived organizational effectiveness by directors and managers in organizations. The proposed study distributes a questionnaire consists of 37 questions among some management team of Agricultural ministry in one of the provinces of Iran. The main hypothesis of this survey examines the positive relationship between leadership style and perceived organizational effectiveness. The other hypothesis is associated with the supportive leadership style and perceived organization effectiveness and the third question is associated with democratic leadership style and perceived organization effectiveness. The results of Spearman-Pearson test confirm all three results, which indicate there is a meaningful and positive relationship between leadership style and perceived organizational effectiveness.

Derakhsh, A & Gholami, R. (2012). A relationship between leadership style and perceived organizational effectiveness by directors and managers in organizations.Management Science Letters, 2(3), 845-850.

Bens, I. (2006). Facilitating to Lead!: Leadership Strategies for a Networked World. Jossey-Bass. ISBN 0787977314.

Burns, J. M. (1978). Leadership. New York: Harper and Row Publishers Inc.

Carlyle, T. (1841). On Heroes, Hero-Worship, and the Heroic History. Boston, MA: Houghton Mifflin. ISBN 140694419X.

Cummings, G. G., MacGregor, T., Davey, M., Lee, H., Wong, C.A., Lo, E., Muise, M., Stafford, E. (2010). Leadership styles and outcome patterns for the nursing workforce and work environment: A systematic review. International Journal of Nursing Studies, 47(3), 363-385.

Cronbach, L. J. (1951). Coefficient alpha and the internal structure of tests. Psychometrika, 16(3), 297-334.

Fiedler, F. E. (1967). A theory of leadership effectiveness. McGraw-Hill: Harper and Row Publishers Inc.

Heifetz, R. (1994). Leadership without Easy Answers. Cambridge, MA: Harvard University Press. ISBN 0-674-51858-6.

Hemphill, J. K. (1949). Situational Factors in Leadership. Columbus: Ohio State University Bureau of Educational Research.

Hersey, P., Blanchard, K., & Johnson, D. (2008). Management of Organizational Behavior: Leading Human Resources (9th ed.). Upper Saddle River, NJ: Pearson Education. ISBN 0130175986.

House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly (Johnson Graduate School of Management, Cornell University), 16(3), 321–339.

House, R. J. (1996). Path-goal theory of leadership: Lessons, legacy, and a reformulated theory. Leadership Quarterly, 7(3), 323–352.

Lewin, K., Lippitt, R., White, R. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, 10, 271–301.

Likert, R. (1932). A Technique for the Measurement of Attitudes. Archives of Psychology, 140, 1–55.

Moss, S.A., McFarland, J., Ngu, S., Kijowska, A. (2007). Maintaining an open mind to closed individuals: The effect of resource availability and leadership style on the association between openness to experience and organizational commitment. Journal of Research in Personality, 41(2), 259-275.

Murphy, S. E., & Ensher, E. A. (2008). A qualitative analysis of charismatic leadership in creative teams: The case of television directors. The Leadership Quarterly, 19(3), 335-352.

Patiar, A., & Mia, L. (2009). Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia. International Journal of Hospitality Management, 28(2), 254-262.