Abstract
Abstract The effects of organizational climate (authoritarian, nurturant-task, or participative leadership style) and ownership (public or private) on ingratiatory behavior in organizations were examined. The subjects were 294 male managers in India who represented seven manufacturing organizations, three in the public sector and four in the private sector. The results indicated that the ownership of the organization significantly moderated the relationship between organizational climate and ingratiation. In the public sector, there was more frequent use of the ingratiatory tactics of using a third person, enhancement of self, and instrumental dependency, and target gratification in the nurturant-task climate. In the private sector, there was more frequent use of the tactics of disparagement of self, instrumental dependency, and target gratification in the authoritarian climate.
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