COMPARATIVE STUDY OF LEADERSHIP STYLES IN PUBLIC AND PRIVATE SECTOR POWER PLANTS

Muhammad Khalil Shahid; Muhammad Ibrahim; Abid Hussain Nadeem

Muhammad Khalil Shahid Assistant Professor, HCT Ruwais, Adnoc Housing Complex, Abu Dhabi, UNITED ARAB EMIRATES
Muhammad Ibrahim Institute of Business Administration, KFU of Science & Technology, Rahim Yar Khan., Pakistan
Abid Hussain Nadeem Institute of Business Administration, KFU of Science & Technology, Rahim Yar Khan., Pakistan

Keywords: Leadership Style, Democratic Leadership Style, Autocratic Leadership, Employee Performance

Abstract

This study, scrutinized several leadership styles implemented at the public & private sector power plants and how democratic and autocratic leadership styles impact on performance of employees. The employee performance is depends on leadership styles embraced by leaders of many organizations, particularly at public & private sector power plants in Pakistan. The Fielder’s leadership-related theory of contingency was supported by this quantitative study's use of the explanatory design. 200 respondents by using structured questionnaires based on random sample method. SPSS software version 23 and analyzed by using the two statistic analytical tools one is descriptive tool which consists on mean score and standard deviation score & second is linear regression (inferential) tool. Results show that the democratic style of leadership is the one the best implemented style at private sector power plants. Public sector power plants’ performance is weak and less efficient as compared to private sector power plants/organizations. If the combination of both autocratic and democratic leadership styles should be employed in public sector power plants to improve performance, effectiveness and for achieving the desired results.