Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India (Record no. 134537)

MARC details
000 -LEADER
fixed length control field 02014nas a2200229Ia 4500
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 241107c99999999xx |||||||||||| ||und||
022 ## - INTERNATIONAL STANDARD SERIAL NUMBER
International Standard Serial Number 0972-2629
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Mathew, Jain
9 (RLIN) 123566
245 #0 - TITLE STATEMENT
Title Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Name of publisher, distributor, etc. Vision
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Date of publication, distribution, etc. 2024
300 ## - PHYSICAL DESCRIPTION
Extent 523-528
520 ## - SUMMARY, ETC.
Abstract Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only.
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Leadership Styles
9 (RLIN) 123567
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Private Sector
9 (RLIN) 2558
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Public Sector
9 (RLIN) 370
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Work Engagement
9 (RLIN) 123568
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element India
700 ## - ADDED ENTRY--PERSONAL NAME
Personal name Nair, Sridevi
9 (RLIN) 123569
700 ## - ADDED ENTRY--PERSONAL NAME
Personal name Rajam, Kohila
9 (RLIN) 123570
856 ## - ELECTRONIC LOCATION AND ACCESS
Uniform Resource Identifier <a href="https://doi.org/10.1177/09722629211052642">https://doi.org/10.1177/09722629211052642</a>
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha biblionumber 134537
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Serial Enumeration / chronology Total Checkouts Barcode Date last seen Price effective from Koha item type
        Dr VKRV Rao Library Dr VKRV Rao Library 07/11/2024 Vol. 28, No. 4   AI808 07/11/2024 07/11/2024 Article Index