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

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.

Keywords: Blake and Mouton Leadership, Private and Public Bank, Task and People Orientation

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