Leadership Dynamics: A Comparative Study of Public Sector and Academic Setting

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@article{1708335,
      author = {Mary Joy V. Nilo, Edward Joseph C. Dungca, Marvin O. Mallari, Noel T. Florencondia},
      title = {Leadership Dynamics: A Comparative Study of Public Sector and Academic Setting},
      journal = {Iconic Research And Engineering Journals},
      year = {2025},
      volume = {8},
      number = {11},
      pages = {317-326},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1708335.pdf},
      abstract = {This study compares leadership styles in public sector organizations and academic institutions to understand how they affect organizational success and employee satisfaction. Leadership in the public sector is often strict and focused on following policies and maintaining order due to its hierarchical structure. In contrast, leadership in academia values collaboration, creativity, and intellectual freedom, encouraging a more flexible and supportive approach. Using a quantitative method, this research collects data through surveys from leaders and employees in both sectors, including government officials, university administrators, faculty, and staff. The study examines different leadership styles, such as transformational leadership, which inspires and motivates; transactional leadership, which focuses on rules and rewards; and servant leadership, which emphasizes trust and teamwork. Statistical tools will analyze the data to find patterns and connections between leadership styles and outcomes like job satisfaction and productivity. The study expects to find that public sector leaders mostly use directive and transactional styles for control and efficiency, while academic leaders prefer transformational styles to encourage innovation and collaboration. The findings aim to provide practical recommendations for improving leadership effectiveness and offer insights to develop leadership programs suited to each sector's unique needs.},
      month = {May},
  }