Differences in leadership behaviour and influence between public and private organizations in Greece

Abstract

This paper aims at comparing certain managerial aspects which seem to affect and account for the differences in organizational performance between public and private organizations in Greece. By presenting empirical evidence concerning leadership behaviour and influence in both types of organizations, it becomes apparent that leadership quality is not necessarily the problem in public organizations. A number of leadership substitutes and neutralizers such as bureaucratic controls, external political influence and the limited positive reward power which leaders seem to possess have to be removed in order to enhance the role of leadership in public sector organizations.

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