The Impact of Organizational Culture in the Public Management Leadership Style

Abstract

The business environment has been developing a growing interest in the concept of organizational culture, as it plays an important role in the functioning and results of organizations, but the public sector, although it has reformed over the years, these same reforms have not contributed to a competitive sector in the area of Human Resources and innovation. It continues to be a cumbersome and bureaucratic Administration, leaving little room to create commitment and sustainable cohesion with regard to human relations, procrastinating change and adapting to creativity and innovation. It is in these points that the weaknesses of the public service are found, with a strong conservative culture of legal imposition, although some authors defend that the restructuring has allowed some flexibility in the approximation to the principles of private management. Thus, the objective of this investigation is to contribute to a better understanding of the cultural characteristics of public organizations and their relationship with leadership. This study uses the exploratory sequential mixed method, starting with a qualitative data analysis, based on an exploratory interview with a general and open question, which gave rise to the problem and defined the literature to be applied. In the empirical analysis, real quantitative data were applied, acquired through a questionnaire survey, with 100 questions indexed to the four quadrants of Robert Quinn’s model of contrasting values. In short, the main conclusions obtained show a bureaucratic Public Administration, with a need for change and innovation, to respond to current demands, in order to provide quality and flexible services. The results demonstrate an organizational culture of rules, hierarchical, internally focused and with the structure in control. Managers corroborate the results of this culture, focused on internal processes and centred on the normal state of leadership.