Finding a Psychologically Gratifying Leadership Style

This proposal reviews existing research on the psychological contract and modern leadership styles; transformational, transactional, and laissez-faire leadership to inspire further research in public sector leadership. Positive and negative leader behaviors affect the employee-employer relationship and organizational performance. However, public sector leadership research is wanting and rarely discuss the psychological effects of leadership. Leadership styles implemented in the public sector are based on private sector characteristics and do not account for the bureaucratic and complex environment of public sector organizations. Transformational, transactional, and laissez-faire leadership all affect organizational performance and job satisfaction that result from violating psychological contracts. Additionally, all three leadership styles were found to complement each other by covering flaws of each style. The full range leadership model combines characteristics from these styles to cover a wide range of leadership elements and has the potential to handle the complexity and bureaucratic nature of the public sector that impact organizations.

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