Room for leadership? A comparison of perceived managerial job autonomy in public, private and hybrid organizations

Figures & data

Table 1. Description of organizational forms and response rates.

	Legal form(s)	No of organizations	No of respondents	Response rate respondents (subsample)	Response rate respondents (total sample)
Privately owned	Limited company, personally owned business (1 or more owners)	984	1469	71	59
Shared ownership	Limited company	116	179	69	7
Publicly company	State company, municipal company, intermunicipal company	135	227	72	9
Public organization	State, county, municipal, intermunicipal	481	613	73	25
Total		1716	2488	71	100

Table 2. Zero-order correlations (Pearson’s r) between variables in the analysis.

	Y	x1	X2	X3	X4	X5	X6	X7	X8
(Y) Managerial job autonomy
(x1) Pure private	.14**
(x2) Shared ownership	−.03	−.26**
(x3) Public company	.00	−.29**	−.07**
(x4) Pure public	−.17**	−.52**	−.13**	−.15**
(x5) Formalization	−.06**	−.05*	.08**	.04*	−.04*
(x6) Professionalization (% with high education)	−.05**	−.23**	.04	.03	.24**	.01
(x7) Size (log)	−.08**	−.42**	.08**	.02	.32**	.24**	.20**
(x8) Hierarchical level	.14**	.13**	−.03	−.02	−.12**	−.12**	.10**	−.23**
(x9) Manager’s level of education	−.05**	−.29**	.06**	.04**	.27**	−.09**	.44**	.17**	.12**

Table 2. (Continued).

	Y	x1	x2	x3	x4	x5	x6	X7	X8	X9
(x8) Primary goods/agriculture	.01	−.07**	−.04**	−.07**	−.14**	.07**	−.07**	.16**	−.03	−.10**
(x9) Oil, gas, energy	.01	−.05*	.15**	.27**	−.14**	.09**	.05**	.01	−.03	.04*
(x10) Industry/manufacturing	.06**	.25**	−.01	−.09**	−.21**	.04**	−.16**	−.04	−.02	−.15**
(x11) Building/construction	.03	.21**	−.05**	−.01	−.13**	−.04*	−.15**	−.10**	.05*	−.11**
(x12) Transport, post, telecom	.00	−.04*	−.01	.12**	−.06**	.03	−.04*	.07**	−.03	−.06**
(x13) Financial services	.00	.02	.15**	.00	−.10**	.11**	.11**	−.01	−.05*	.07**
(x14) Education	−.11**	−.18**	−.10**	−.07**	.53**	−.13**	.25**	.11**	−.00	.20**
(x15) Health services	−.09**	−.18**	−.06**	.00	.27**	.05**	.06**	.10**	−.10**	.07**
(x16) Trade/hotel/tourism	.08**	.23**	−.05**	−.07**	−.15**	−.02	−.15**	−.15**	.10**	−.17**
(x17) Other services	.03	.05*	.00	.02	−.08**	−.12**	.05**	−.18**	.08**	−.01

N = 2488.

* Sig le .05, **Sig le .01.

Table 3. Results from structural equation modeling (SEM). Reference category organization type = Pure private company. N = 2488. Standardized coefficients.

Dependent variables→	FORMALIZATION	PROFESSIONALIZATION	AUTONOMY
Shared ownership	−.01	−.02	−.05**
Public company	−.04	.02	−.02
Public organization	−.24**	.14**	−.16**
Oil, gas, energy	.08**	.07**	.02
Industry/manufacturing	.07**	−.08**	.03
Building/construction	.03	−.08**	.01
Trade/hotel/tourism	.04	−.09**	.05*
Transport, post, telecom	.04	−.04**	.01
Financial services	.10**	.12**	.01
Education	−.08**	.17**	.01
Health services	.10**	.01	−.03
Size (log)	.28**	.12**	−.01
Hierarchical level	−.04	.13**	.11**
Bureaucratization			−.02
Professionalization			−.03

* Sig le .05, **Sig le .01.

Figure 1. Path diagram showing direct and indirect effects on organizational form on perceived managerial autonomy. Standardized coefficients. Only paths significant at the .05 level or lower are displayed. Effects of control variables omitted.