Polish Journal of Management Studies
 ISSN 2081-7452
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Shooshtarian Z., Amini M.

Abstract: The aim of study was: 1- To compare leaders' behavior in public with private sector industrial firms of Fars Province (one of the southern province of Iran). 2- To identify the relationship between the type of leaders' behavior and efficiency in these industries. 3- To identify the relationship between the type of leaders' behavior and ROI .
LBDQ  used in order to collect data. In order to analyze the data, SPSS software were used .From 602 completed questionnaire, 266 completed by public sectors' employees (%44) and 336 completed by private sectors' employees (%56). The results showed, "Initiating Structure" type of behavior is dominant behavior in both public and private sectors in Fars industries. There is a significant relationship between "Initiating Structure" type of leaders' behavior and efficiency in public and private sectors. Also a significant relationship between "Initiating Structure" type of behavior and ROI, was found in these two sectors. Regarding to "Consideration" type of behavior, there is a significant relationship between this type of behavior and efficiency in both sectors. There is no significant relationship between "Consideration" type of behavior and ROI in public and private sectors.

Keywords: Consideration , Efficiency , Initiating Structure, Leaders' Behavior, ROI

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One of the main aspect of social influences is leadership. Many different definitions have been offered for leadership [24, 40, 42, 47, 48, 49]. Terry [49] defined leadership, an activity of influencing people to strive willingly for group objectives. Robbins [42] defined it as the ability to influence a group toward the achievement of goals. Leadership has been defined in terms of individual traits ,behavior ,influence over other people, interaction patterns , role relationships , occupation of an administrative position, and perception by others regarding legitimacy of influence [54].
Heresy, Blanchard and Johnson [23] state, "A review of other writers reveals that most management writers agree with us in that leadership is the process of influencing the activities of an individual or a group in efforts toward goal achievement in a given situation …." .
The definitions of leadership imply the fact the leader has the capacity to tie the present values and beliefs to the needs ,values and beliefs of future generations and this is the actual magic of leadership [17]. ...

It is widely accepted, that leaders' behavior can affect subordinates, and consequently an organization. Comparing public and private sectors industries with respect to their leadership styles, no significant differences were found. However, the average scores of leaders' behavior in "Consideration" and "Initiating Structure" in public sector industries were higher than the private sector industries. In accordance with prior studies, there was a positive relationship between "Consideration" type of leader behavior and efficiency in both public and private sectors.
The presence of the significant positive relationship between "Initiating Structure" type of behavior and efficiency, coincides with findings obtained by Ayman and Chemers  in collectivist cultures. They proposed that in collectivist cultures such as Iran a benevolent autocratic type of leader behavior can lead to efficiency. Their suggestion is that, in collectivist culture, participative management may not be effective until subordinates learn to accept it.
The authors suggest that the current findings could be extended through further research for better understanding of leadership style in Iran .


Streszczenie: Celem pracy było: 1 - Porównanie zachowań przywódców w miejscach publicznych z sektora prywatnego firm przemysłowych na prowincji Fars (jeden z południowej prowincji Iranu). 2 - Określenie zależności pomiędzy rodzajem zachowania przywódców i wydajności w tych sektorach. 3 - Określenie zależności pomiędzy rodzajem zachowania przywódców i ROI. W celu zbierania danych wykorzystano LBDQ. Uzyskano 602 wypełnionych kwestionariuszy, 266 kwestionariuszy wypełnionych przez pracowników sektora publicznego (44%) i 336 wypełnionych  przez pracowników sektora prywatnego (56%).
Wyniki wykazały że "Inicjowanie Struktury" jako rodzaju zachowania jest dominującym zachowaniem zarówno sektora publicznego jak i prywatnego w przemyśle prowincji Fars. Istnieje znaczący związek między "Inicjowaniem Struktury" jako typu zachowania przywódców i efektywności w sektorze publicznym, jak i prywatnym. Również znaczący związek występuję pomiędzy "Inicjowaniem Struktury"i ROI. W odniesieniu do "Rozważania" jako typu zachowania, istnieje znaczący związek pomiędzy tego rodzaju zachowaniem skuteczności w obydwu sektorach.

Słowa kluczowe
: Rozważanie, Efektywność, Inicjowanie Struktury, Zachowania Przywódcze,


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