Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Power and transformational leadership in public organizations

Power and transformational leadership in public organizations Purpose – The purpose of this paper is to examine the relationship between perceived power and transformational leadership in the public sector. Design/methodology/approach – The authors investigate this topic empirically in the context of German police forces using a between-groups design, manipulating power and statistically analyzing the results on the multifactor leadership questionnaire. Findings – Police officers with a high perception of power achieve significantly lower scores on transformational leadership compared to their low power counterparts. Research limitations/implications – The study contributes to advancing public leadership theory by showing that transformational leadership, which is considered as particularly useful in public organizations, is likely to be adversely affected by leaders’ power. Furthermore, it also extends on the literature on power by providing first empirical evidence that power has a significant impact not only on factors such as the pursuit of a goal, social behavior, or affect, but also on leadership. Practical implications – The results suggest either to control power accumulation in leadership positions of public organizations, for instance by implementing flat hierarchies, or to come to terms with more authoritative leadership styles in top management. Originality/value – To the best of knowledge, the authors provide the first study that investigates the impact of power on transformational leadership in the public sector using an experimental design and quantitative empirical data. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Leadership in Public Services Emerald Publishing

Power and transformational leadership in public organizations

Loading next page...
 
/lp/emerald-publishing/power-and-transformational-leadership-in-public-organizations-QhUAka4Ak3
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1747-9886
DOI
10.1108/IJLPS-07-2014-0011
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine the relationship between perceived power and transformational leadership in the public sector. Design/methodology/approach – The authors investigate this topic empirically in the context of German police forces using a between-groups design, manipulating power and statistically analyzing the results on the multifactor leadership questionnaire. Findings – Police officers with a high perception of power achieve significantly lower scores on transformational leadership compared to their low power counterparts. Research limitations/implications – The study contributes to advancing public leadership theory by showing that transformational leadership, which is considered as particularly useful in public organizations, is likely to be adversely affected by leaders’ power. Furthermore, it also extends on the literature on power by providing first empirical evidence that power has a significant impact not only on factors such as the pursuit of a goal, social behavior, or affect, but also on leadership. Practical implications – The results suggest either to control power accumulation in leadership positions of public organizations, for instance by implementing flat hierarchies, or to come to terms with more authoritative leadership styles in top management. Originality/value – To the best of knowledge, the authors provide the first study that investigates the impact of power on transformational leadership in the public sector using an experimental design and quantitative empirical data.

Journal

International Journal of Leadership in Public ServicesEmerald Publishing

Published: Nov 10, 2014

There are no references for this article.