Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Articles Article Faculty Publications -Articles Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Leadership Style and Work Engagement: A Comparison of Private and Public Sector Firms in India Subject The topic of the resource India; Leadership Styles; Private Sector; Public Sector; Work Engagement Description An account of the resource Post-privatization, public sector organizations were encouraged to borrow and learn from private sector firms. The popular belief was that the human resource practices followed by private sector organizations were far superior and more effective than those of the public sector organizations. However, this claim lacks empirical proof. This study adds to this body of knowledge by comparing the level of work engagement in private and public sector firms of India. Given that the leadership is crucial in setting the tone of an organization, the study also analyses the dominant leadership styles and their relationship to the levels of work engagement. The study is descriptive in nature and utilizes a structured questionnaire to collect data. Individuals currently employed in Indian public and private sector firms, in managerial roles, were invited to record their responses. The final sample consisted of 240 employees, with equal representation from both sectors. The collected data was then analysed using SPSS. The findings suggested that the dominant leadership styles were not significantly different in public and private sector organizations. Private sector employees were found to be more engaged and the leadership style appeared to be significantly related to the levels of engagement in public sector firms only. 2021 MDI. Creator An entity primarily responsible for making the resource Mathew J.; Rajam K.; Nair S. Source A related resource from which the described resource is derived Vision, Vol-28, No. 4, pp. 523-528. Publisher An entity responsible for making the resource available Sage Publications India Pvt. Ltd Date A point or period of time associated with an event in the lifecycle of the resource 2024-01-01 Identifier An unambiguous reference to the resource within a given context <a href="https://doi.org/10.1177/09722629211052642" target="_blank" rel="noreferrer noopener">https://doi.org/10.1177/09722629211052642</a> <br /><br /><a href="https://www.scopus.com/inward/record.uri?eid=2-s2.0-85119442668&amp;doi=10.1177%2F09722629211052642&amp;partnerID=40&amp;md5=244c757c5c78e6cba473f5b80a0cbbb4" target="_blank" rel="noreferrer noopener">https://www.scopus.com/inward/record.uri?eid=2-s2.0-85119442668&amp;doi=10.1177%2f09722629211052642&amp;partnerID=40&amp;md5=244c757c5c78e6cba473f5b80a0cbbb4</a> Rights Information about rights held in and over the resource Restricted Access Relation A related resource ISSN: 9722629 Format The file format, physical medium, or dimensions of the resource Online Language A language of the resource English Type The nature or genre of the resource Article Coverage The spatial or temporal topic of the resource, the spatial applicability of the resource, or the jurisdiction under which the resource is relevant Mathew J., School of Business and Management, CHRIST (Deemed to be University), Karnataka, Bangalore, India; Rajam K., School of Business and Management, CHRIST (Deemed to be University), Karnataka, Bangalore, India; Nair S., School of Business and Management, CHRIST (Deemed to be University), Karnataka, Bangalore, India