000			01715naa a2200193uu 4500
001			0121416023937
003			OSt
005			20190211174123.0
008			101214s2010 xx ||||gr |0|| 0 eng d
100	1		_aHANSEN, Jesper Rosenberg _943351
245	1	0	_aComparing public and private managers' leadership styles : _bunderstanding the role of job context
260			_aPhiladelphia : _bRoutledge, _cSeptember 2010
520	3		_aComparing public and private managers is a major subject in the public management literature, but there have been only a few empirical studies of the differences in their respective leadership styles. Traditionally, leadership style is explained by the characteristics of the manager, the employees, and their job. This study explains leadership by the manager's job context: the degree of job complexity, role clarity, and job autonomy. We argue that differences in job context explain the use of different leadership styles in the public and private sector. To clearly specify the importance of sector, the study investigates direct, mediating, and moderating effects. Based on a survey of Danish public and private managers with 949 respondents, this article shows that job context variables vary significantly between public and private sector managers. The article provides some explanations for why public managers use more participative leadership, while private ones use more directive leadership
700	1		_aVILLADSEN, Anders R _943352
773	0	8	_tInternational Public Management Journal _g13, 3, p. 247-274 _dPhiladelphia : Routledge, September 2010 _xISSN 10967494 _w
942			_cS
998			_a20101214 _b1602^b _cDaiane
998			_a20110119 _b1511^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c37746 _d37746
041			_aeng