Drishtikon: A Management Journal

Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Mapping Leadership Styles of Public and Private Sector Leaders Using Blake and Mouton Leadership Model


Affiliations
1 Associate Professor, University School of Management Studies, Guru Gobind Singh Indraprastha University, Delhi
2 Assistant Professor, University School of Management Studies, Guru Gobind Singh Indraprastha University, Delhi
     

   Subscribe/Renew Journal


Effective leadership makes an organization successful. Without leadership, organizations move too slowly, stagnate, and lose their way. The present research is based on the comparative leadership styles in public and private sector using Blake and Mouton Leadership Model to understand whether these leaders are people oriented or task oriented. The study was conducted on 80 leaders of public and private banks to know about what kind of leadership style they possess based on which it could be determined how close they are with people and how much importance they give to the achievement of task. The results indicated that leaders of private sector are significantly higher on task orientation as compared to public sector leaders and their own people orientation, while public sector leaders are significantly higher on people orientation as compared to private sector leaders and their own task orientation. Results further show that private sector leaders come under Authoritarian style of leadership who focus more on task than on people where the leaders of the public sector banks fall under the category of Country Club which shows that the leaders are high on relationship with people and low on task.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Bass, B. M. (1985) Leadership and Performance beyond Expectations. New York: Free Press.

  • Bristow, M. & Clarke, M. (n.d.). Similarities and Differences between Leadership Development in the Private and Public Sectors? General Management Development Group, Cranfield School of Management retrieved from http://www.som.cranfield.ac.uk/som/dinamic- content/media/documents/leadershipdevelopmentintheprivateandpublicsector.pdf

  • Brock, D.M., Powell, M.J. & Hinings, C.R. (Bob) (eds.), (1999). Restructuring the Professional Organization: Accounting, Health Care and Law. London: Routledge.

  • Burns, J. M. (1978). Leadership. New York: Harper & Row.

  • Fiedler, F. E., Bass, A. M., & Fiedler, J. M (1961). The leader's perception of coworkers, group climate, and group creativity: A cross validation, Urbana, Illinois: Group Effectiveness Research Laboratory, University of Illinois, (Mimeograph).

  • Gill, R. (2009). Leadership in the public sector – is it different? Research Focus – Leadership in the public sector, The Leadership Trust http://www.leadership.org.uk/files/uploads/67.pdf.

  • Green, M.E. (2002). Ensuring the organization's future: A leadership development case study. Public Personnel Management, 31(4), 431–439.

  • Howell, J. & Avolio, B. (1993). Transformational leadership, transactional leadership, locus of control, and support for innovation: key predictors of consolidated business-unit performance. Journal of Applied Psychology, 78 (6), 891-902.

  • Hudson, (2009). Decoding the DNA of Public and Private Sector Leaders. Retrieved from http://eu.hudson.com/node.asp?kwd=2009-06-decoding-the-dna-of-public-and-private-sector-leaders

  • Javidan, M. & Waldman, D.A. (2003). Exploring charismatic leadership in the public sector: measurement and consequences. Public Administration Review, 63 (2), 229-242.

  • Kempster S (2009). How Managers Have Learnt to Lead. Basingstoke: Palgrave Macmillan.

  • Kirkpatrick S.A., Locke, E. A. (1991). Leadership: Do Traits Matter? Academy of Management Executive, 5(2), 48-60

  • Pawar, B. & Eastman, K.K. (1997). The nature and implications of contextual influences on transformational leadership: a conceptual examination, Academy of Management Review, 22 (1), 80-109.

  • Richards, D. and Engle, S. (1986). After the vision: Suggestions to Corporate Visionaries and Vision Champions. In J.D. Adams (Ed.), Transforming Leadership (pp.199-21 5). Alexandra, VA: Miles River Press.

  • Sharma, J.P. & Bajpai, N. (2010). Effective Leadership and its Linear Dependence on Job Satisfaction: A Comparative Study in Public and Private Organization in India. Research Journal of International Studies, 16 (9), 73-83

  • Waldman, D.A. & Yammarino, F. (1999), CEO charismatic leadership: levels-of-management and levels-of-analysis effects, Academy of Management Review, 24 (2), 266-285

  • Wood M. T. & Sobel R. S. (1970), Effects of Similarity of Leadership Style at Two Levels of Management on the Job Satisfaction of the First Level Manager, Personnel Psychology, 23, 577-590.


Abstract Views: 744

PDF Views: 4




  • Mapping Leadership Styles of Public and Private Sector Leaders Using Blake and Mouton Leadership Model

Abstract Views: 744  |  PDF Views: 4

Authors

Shalini Garg
Associate Professor, University School of Management Studies, Guru Gobind Singh Indraprastha University, Delhi
Shilpa Jain
Assistant Professor, University School of Management Studies, Guru Gobind Singh Indraprastha University, Delhi

Abstract


Effective leadership makes an organization successful. Without leadership, organizations move too slowly, stagnate, and lose their way. The present research is based on the comparative leadership styles in public and private sector using Blake and Mouton Leadership Model to understand whether these leaders are people oriented or task oriented. The study was conducted on 80 leaders of public and private banks to know about what kind of leadership style they possess based on which it could be determined how close they are with people and how much importance they give to the achievement of task. The results indicated that leaders of private sector are significantly higher on task orientation as compared to public sector leaders and their own people orientation, while public sector leaders are significantly higher on people orientation as compared to private sector leaders and their own task orientation. Results further show that private sector leaders come under Authoritarian style of leadership who focus more on task than on people where the leaders of the public sector banks fall under the category of Country Club which shows that the leaders are high on relationship with people and low on task.

References