Leadership et climat organisationnel au cameroun

This study is inspired by the theory of Full Range Leadership (Avolio, 1999), to study the leadership styles that are used in organizations in Cameroon and the different perceptions that workers have of their hierarchical superior,as well as of their working environment. To do this, we interviewed 8 participants aged between 27 and 56 years old, all employeed at the university of Yaoundé 1. They were selected by a coonvenience sampling technique.The interviews focus on the perceptions of leadership by the workers, the behaviors of the leader and the perceptions that the participants have of their work climate. The results obtained from our content analyses reveal that among the three leadership styles (transactional, transformational and laissez-faire) highlighted in the Full Range Leadership model, the leaders adopt transactional leadership and transformational leadership behaviors in services. However, transactional leadership is present at a high level. The relationships that leaders maintain with their subordinates are based more on reprimands than on encouragement for the work done. It shoud be noted that leaders are not very sociable and are not grateful for the efforts made at work by their employees. Sanctions coming from the hierarchy are more recurrent than rewards in the dailylife of workers. Comared to the experience of work, the latter nevertheless receive a minimum of support from their superiors to carry out their work. These results should be considered with caution, because the study was carried out on a small sample. Quantitative research may be necessary to confirm and generalize these conclusions.