In municipalities, the differentiating effects of demographic characteristics of the employees on thought of themselves with regard to leadership style of managers: An application on the İstanbul municipalities

Looking through historical background of local governments, it is noticed that local authorities do not have any particular characteristics apart from common ones in terms of leadership and management. Keeping in mind that individual and corporate success can be achieved based on many factors, it can be clearly stated that a way of leadership is an important factor leading to success. In this study, it is focused on the management and leadership concept, theoretic foundations and management and organization literature. It ıs endeavored to explore the role of demographic features in the formation of employees' thoughts during evaluation of leadership styles by employees. In the first section of the study, the basic terms related to management, local government and leadership are discussed. In the second section, the power sources available in leadership, leadership theories and leadership styles are evaluated. In the last section, it is investigated the influence of demographic factors on the formation of different thoughts in the employees with regard to leadership styles of authorities in municipalities. It has been conducted a survey with the municipal employees in several districts of Istanbul. The result of the survey has shown that male employees have higher appetite than female employees to take the survey in order to evaluate the leadership styles, age of employees is not influential on the evaluation of leadership styles, employees who received secondary education are more eager to take the survey. It is found out that employees that have started to work recently in the institution have been more active in the evaluation of Democratic and Transformational Leadership while former employees that have served in the institutions for app. 19-24 years have been more eager to assess Charismatic Leadership.