By J C Sarros, G A Tanewski and I L Densten.This study examines the extent to which a leader’s behaviour results in work alienation in the form of powerlessness, meaninglessness and self estrangement. The study is based on the responses of personnel in a major US eastern seaboard fire department – a bureaucratic, quasi-military type organization. Results show that the leadership style of the organization has a more significant impact on feelings of work alienation than the organization’s structure and processes. The study argues that managers as well as leaders need to question bureaucratic orientations to work and manager-employee relations by rethinking their values and adapting new models that encourage individual fulfillment.
British Journal of Management Volume 14 ISSN 1045-3172.