POWER DYNAMICS, LEADERSHIP AND INGRATIATION: A STUDY ON INDIAN PUBLIC SECTORS
Pattanayak, B., North Eastern Institute of Bank Management, Niranjana, P., Indian Institute of Management and Ganguly, S., Utkal University, India
The objectives of the study were (1) to find out the role of the age of the organization and the hierarchical positions of the employees on the bases of power, leadership styles and ingratiation, (2) to make a network analysis of these three variables to determine their inter-relationships and suggest possible organizational development interventions. A 2x2 factorial design was followed. The two factors were age of the organization (old and new), and the level of employees (executives and non-executives). Four hundred executives and non-executives from old and new public sector industrial organizations were the respondents. Standardized questionnaires such as Bases of power (singh- sengupta, 1990), Leadership styles (sinha, 1987), and Ingratiation scale (Ansari, 1990) and Behaviour Preference Scale (Sinha and Prasad, 1989) were used. The findings revealed that inter group difference exist with regard to bases of power, leadership styles and ingratiation. Executives of old public sector use more of reward and referent power whereas executives of new public sector use more of information and expert power. Old public sector executives use more of bureaucratic style, nurturant style while executives of new organizations use more of authoritarian, task -oriented styles. Non-executives of older public sector show greater preference towards dependency and personalized relationship while their counter part in new public sector show greater preference towards status consciousness. An integrated analysis shows that leadership is a power function and contributes to influence strategies. Based on the findings OD interventions suggested.