Abstract:
The purpose of the current study was to examine the employees' & leaders' perceptions of leadership in public sectors. The study followed a convergent design; both primary and secondary data collection has been conducted. The secondary data collection has been done by reviewing previously established literature for achieving the research objectives. The primary data collection has been done using a qualitative and quantitative approach, with the interview and survey instrument's help. Inferential and descriptive statistical methods were used to analyze the quantitative data elicited from three hundred twenty-four (324) randomly selected respondents. The result demonstrates that both leaders and employees had a similar perception of transactional leadership. Simultaneously, they had a different perception of servant and transformational leadership, which means that leaders considered themselves servant or transformational leaders. However, employees did not consider themselves as servant or transformational leaders; instead, employees considered their leaders as transactional leaders. The study concluded that the leadership measurement scale should include both leaders' and subordinates' leadership perceptions. Using either one of the two may lead to the wrong conclusion because of the leaders' and subordinates' perceptions of leadership differences. Also, public sector leaders should evaluate their leadership styles continuously and improve their leadership behaviors. These research findings extend public administration literature linking leadership and subordinates' perceptions. Future research should study different leaders that are strategic, operational, or team leaders.
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