Comparing Public and Private Managers' Leadership Styles: Understanding the Role of Job Context

Hansen, Jesper Rosenberg; Villadsen, Anders Ryom

doi:10.1080/10967494.2010.503793

Cited by 67 publications

(63 citation statements)

References 41 publications

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“…Only very few works covered by our analysis provide insights into the particularities of leadership in the public sector, as compared to leadership in the private sector (Andersen 2010;Hansen and Villadsen 2010;Hooijberg and Choi 2001;Van Slyke and Alexander 2006). This is despite the fact that all analysed articles, whether theoretical or empirical, are concerned with public sector organizations, given that we selected them exclusively from PA journals.…”

Section: From Public Leadership To Public Leadershipmentioning

confidence: 92%

“…However, empirical evidence on whether public sector organizations facilitate or inhibit transformational leadership is still sparse and yields mixed results. In a comparative study of the leadership styles of public and private managers, Hansen and Villadsen (2010) have shown that public managers are more likely than private managers to use participative elements in their leadership behaviour, which tend to fall into the transformational category.…”

Section: The Behavioural Approach To Public Leadershipmentioning

confidence: 98%

“…Of particular interest here is the effect of an organization's belonging to the public sector on the processes and outcomes of leadership. Although all studies selected for the bibliometric analysis were carried out in public settings, only very few reflect explicitly on the distinctive aspects of leadership in the public as compared to the private sector (Andersen 2010;Hansen and Villadsen 2010;Stazyk, Pandey, and Wright 2011;Van Slyke and Alexander 2006). In the functionalist approach to public leadership, the presence of this issue is evidenced by the appearance of a further co-citation cluster in the first quadrant of the bibliometric map, referred to here as Organizational Publicness.…”

Section: Four Approaches To Public Leadershipmentioning

confidence: 98%

See 2 more Smart Citations

Public Leadership: A review of the literature and framework for future research

Vogel

Masal

2014

Public Management Review

188

204

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This study analyses and reviews the literature on public leadership with a novel combination of bibliometric methods. We detect four generic approaches to public leadership (i.e. a functionalist, a behavioural, a biographical and a reformist approach) which differ with regard to their philosophy of science (i.e. objective vs subjective) and level of analysis (i.e. micro-level vs multi-level). From our findings, we derive four directions for future research which involve shifting the focus from the aspect of 'leadership' to the element of 'public', from simplicity to complexity, from universalism to cultural relativism and from public leadership to public followership.

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Section: From Public Leadership To Public Leadershipmentioning

confidence: 92%

Section: The Behavioural Approach To Public Leadershipmentioning

confidence: 98%

Section: Four Approaches To Public Leadershipmentioning

confidence: 98%

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Public Leadership: A review of the literature and framework for future research

Vogel

Masal

2014

Public Management Review

188

204

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“…I'm often reminded by daily events about how much we depend on one another. (Hansen & Villadsen, 2010) (additive index consisting of 3 Likert-scale items, theoretical: 0-100, Cronbach's alpha: 0.771) 1. I plan my own work hours.…”

Section: Appendixmentioning

confidence: 99%

“…Firstly, we control for gender, age, educational level, and organizational tenure, since these variables have all been shown to influence PSM and job satisfaction to a varying extent Bright, 2008;Naff & Crum, 1999;Pandey & Stazyk, 2008;Spector, 1997;Steijn, 2008). Next, we also control for organizational size (since this may affect, for example, the influence of perceived hierarchy on the PSM-job satisfaction relationship), perceived job autonomy (Hansen & Villadsen, 2010), and satisfaction with pay (Wright & Pandey, 2008). Especially regarding the latter, a control for pay satisfaction and opportunities for pay raises (three-item Likert scale measure) takes into account that appraisal processes leading to higher/lower satisfaction can also be centered on other work values and motivations than PSM.…”

mentioning

confidence: 99%

Sector Differences in the Public Service Motivation–Job Satisfaction Relationship: Exploring the Role of Organizational Characteristics

Kjeldsen

Hansen

2016

Review of Public Personnel Administration

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Public service motivation (PSM) has a documented, positive effect on job satisfactionespecially in the public sector. However, organizational characteristics such as red tape, hierarchical authority, and the absence of organizational goal specificity, which are often more present in public sector organizations, may have negative influences on the PSM-job satisfaction relationship. This study explores the impact of these organizational characteristics on sector differences in the PSM-job satisfaction relationship in a "hard case" setting. Using survey data with low-level, white-collar employees, we confirm a positive PSM-job satisfaction association in the public sector compared with the private sector, where we see a negative association. Furthermore, perceived red tape and the absence of organizational goal specificity have negative influences on job satisfaction; nevertheless, sector differences remain in the PSM-job satisfaction relationship when controlled for these organizational characteristics. This suggests that public/private sector status is more important for the PSM-job satisfaction relationship than other organizational characteristics.[2]

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Medical leadership competencies: A comparative study of physicians in public and private sector hospitals in India

Gulati

Madhukar

Verma

et al. 2018

Health Planning & Management

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SummaryPurposeIndian health care system comprising of public and private sectors needs enhancement of medical leadership capacity to face the growing challenges. Hence, this study was designed to evaluate medical leadership competencies of public and private sector doctors.FindingsA survey questionnaire was developed to assess “self‐assessed proficiency levels” as well as “perceived importance of competency levels,” to which 532 doctors responded—290 (54.5%) from private sector and 242 (45.5%) from public sector hospitals. Statistically significant “leadership competency gap” was observed for all 30 leadership competencies in both sectors, more so in public sector. The 10 most deficient competencies were mainly in the NHS‐MLCF domains of “working with others,” “managing services,” and “setting direction.” The most low‐rated competency among public sector doctors was “knowledge of HR, procurement, financial, and contract management” while “ability to influence key decision makers who determine future government policies” was most deficient among private sector physicians. Further, deficiencies related to “time and stress management” and “conducting need analysis, identifying and prioritizing requirements” were confined to public and private sector doctors, respectively.ConclusionsThis study, first from India, highlights a critical need for medical leadership development programs in both sectors for enhancement of medical leadership capacity in the country.

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Comparing Public and Private Managers' Leadership Styles: Understanding the Role of Job Context

Cited by 67 publications

References 41 publications

Public Leadership: A review of the literature and framework for future research

Public Leadership: A review of the literature and framework for future research

Sector Differences in the Public Service Motivation–Job Satisfaction Relationship: Exploring the Role of Organizational Characteristics

Medical leadership competencies: A comparative study of physicians in public and private sector hospitals in India

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