Power and transformational and transactional leadership in public and private organizations |
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| Authors: | Leanne E. Atwater Wendy J. Wright |
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| Affiliation: | 1. School of Management , Binghamton University , P.O. Box 6000, Binghamton, New York, 13902-6000;2. Department of Political Science , Binghamton University , P.O. Box 6000, Binghamton, New York, 13902-6000 |
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| Abstract: | Ten public and 35 private organizations located in Central New York State participated in a university- sponsored research project to study the effects of organizational characteristics upon types of leadership (transformational/transactional) and power demonstrated by supervisors. Public sector organizations in which managers had low control over rewards were compared to private sector organizations in which managers had high control over rewards. Followers perceived public sector supervisors as more inspirational by their followers and they used more active management-by-exception behavior than those in private organizations. Private sector supervisors had more reward, legitimate and coercive power than supervisors in public sector organizations. |
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