LEADERSHIP STYLES IN PUBLIC OR PRIVATE ORGANIZATIONS AND INTERGROUP RELATIONS: PERCEIVED LEADER EFFECTIVENESS AND JOB SATISFACTION

Author

Matthew Atterberg, Southern Illinois University CarbondaleFollow

Date of Award

12-1-2025

Degree Name

Master of Arts

Department

Psychology

First Advisor

Habib, Reza

Abstract

Leadership research has been a search for the most effective leader personality traits and behavior. Leader behavior, organizations, and situations can be sources of information that shape follower perception of leader effectiveness. Follower preferences for leadership style can be contingent on environmental demands and a leader candidate’s dominant or communal traits. This study was a 3 x 2 x 2 between-subjects factorial design of leadership style (Transformational, Daoist water-like, or agentic) and shifting situational requirements (competition or cooperation) and organizational type (public or private). Twelve vignettes were created to be stimulus materials for each condition in the study. Respondents (N = 296) were randomly assigned to one of 12 vignettes and asked to evaluate the extent they perceive leader effectiveness and perception of their own job satisfaction. Data were collected via Prolific and were analyzed using MANOVA and one-way ANOVAs with linear contrasts. Results indicated a significant main effect of leadership style, significant pairwise comparisons, and significant linear contrasts. Findings indicated that Transformational leadership or Daoist water-like leadership, compared to Agentic leadership, were rated higher on perceived leader effectiveness, and perceived job satisfaction.