The Impact of the Leadership Style on the Organizational Climate in a Public Entity

Carmen Novac () and Crina Iulia Bratanov
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Carmen Novac: College of Communication and Public Relations, National University of Political Studies and Public Administration
Crina Iulia Bratanov: College of Communication and Public Relations, National University of Political Studies and Public Administration

Management Dynamics in the Knowledge Economy, 2014, vol. 2, issue 4, 155-180

Abstract: Many previous researches had explored the concepts of leadership styles and organizational climate, but just a very few had explored them together. Therefore, in order to be able to build a theoretical basis to this topic and then to develop a case study to emphasise the relationship between the leadership style implemented within a public sector entity and the organizational climate characteristics found in there, I immersed myself into the specific literature and considered different theoretical patterns in particular for the above mentioned concepts. People's general perception is that public organizations rarely achieve their objectives, the employees are not doing their job properly and there is no efficiency in using neither resources nor proper motivation of employees. This negative image could be a projection of the internal dissatisfaction towards payment, recognition, career prospects and leader's behaviour. Consequently, a deeper leader's actions analysis will provide further information on this perception and so will do the study of the organisational climate. The concept of organizational climate has a great deal of components through which it can be defined. Some of the organizational climate essential factors are: the structure, motivation, interpersonal relations, flexibility, support, communication, information, working conditions, rules and regulations, objectives, management and leadership. People tend to internalize the organizational climate and as a result the way they perceive it has an important role on their behaviour. Thus, there is a strong relationship between the leader's behaviour and the organisational climate. It is known that a leader's best way of action depends on a series of situational factors and the employees' level of professionalism is one of them. Public sector leaders should also adapt themselves to the organisational climate requirements and should adopt a more flexible working system. Through their approach leaders have to succeed to motivate talent, capability and reward consistency. The relation with their employees should upgrade to absolute trust and open communication. Through all of these, public leadership will achieve performance and will also strengthen the organization's reputation and image. For a better understanding of the leadership process within a certain kind of climate into a public entity, we have conducted a survey by applying two questionnaires: the first one is to identify the leadership style operational into the entity and the second one is to analyze the organisational climate variables. The leadership questionnaire is a tool created based on the Hersey-Blanchard leadership model - leadership styles against the maturity of employees. The second questionnaire used was Ticu Constantin's organisational climate questionnaire through which the organisational climate intensity within the entity was measured. We would like to think that the outcome of the study is a supportive indicator when it comes to assess the results and performance in the studied organisation.

Keywords: human resource management; Hersey-Blanchard leadership model; organizational climate; Romania (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (1)

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