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The aim of this study was to extend previous research using Bass's (1985) paradigm of leadership by examining the link between leadership style and organisational type. Organisations from both the nonprofit and private sectors in an Australian context were surveyed. An additional element of the study was to examine the methods and procedures leaders use to operationalise their leadership styles. The major findings were that: the transformational style of leadership was found to be more prevalent than the transactional or laissez-faire styles; leadership style was found to be independent of organisational type; and the methods leaders adopt to operationalise leadership are not dependent upon organisational type; moreover, they are related to an individual leader's style, preference, ability and life experiences.
Egan et al. (Sat,) studied this question.