Power and transformational and transactional leadership in public and private organizations

Ten public agencies in central New York and 35 private institutions participated in research projects sponsored by the university and studied the influence of the characteristics of the organization on the type of leadership (change / transaction) and power. The administrator compares the low incentive to the organization of the private sector and the organization of the public sector, and the administrator adequately manages the remuneration

Followers believe that public sector executives prefer followers who actively manage unusual behaviors over private organizations. Private sector regulators have more incentives and legal enforcement than regulators of public sector organizations.

Over the past decade, researchers have focused on transforming leadership as an effective leadership strategy to be implemented within public and private sector organizations (Hassan & Hatmaker, 2014). The change leader will carry out transformation in cooperation with employees. The transformational leader creates a vision for their followers and leads to change through inspiration and motivation. They are excellent examples and their followers obey many of their actions. They also encourage inspiration by activating the self-efficacy of followers and convincing the followers can exceed expectations (Barth-Farkas & Vera, 2014). This article explains the main aspects of transformation and describes the characteristics that distinguish transformation leaders from managers using transaction leadership styles.

Ten public agencies in central New York and 35 private institutions participated in research projects sponsored by the university and studied the influence of the characteristics of the organization on the type of leadership (change / transaction) and power. Administrators will compare private sector organizations with low incentives to public sector organizations that adequately manage incentives. Followers believe that public sector executives prefer followers who actively manage unusual behaviors over private organizations. Private sector regulators have more incentives and legal enforcement than regulators of public sector organizations.