Power and transformational and transactional leadership in public and private organizations
By: ATWATER, Leanne E
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Contributor(s): WRIGHT, Wendy J.
Material type: 
ArticlePublisher: New York : Marcel Dekker, 1996International Journal of Public Administration - IJPA 19, 6, p. 963-989Abstract: 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/trasnsactional) 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 has high control over rewards.Abstract: Followers perceives 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.
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/trasnsactional) 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 has high control over rewards.
Followers perceives 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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