Problem-based learning and leadership competency profiles: a comparative study of public and private sector organizations

Abstract

This study explores differences in leadership competencies and behavioral styles between public and private sector organizations, using problem-based learning (PBL) as both a developmental and research framework. Through a comparative case study design, leadership competencies were assessed using a coordinate-based analytical model that maps individuals along two dimensions: task versus people orientation and decision-making speed. The analysis reveals clear sector-related patterns: private sector employees tend to exhibit dynamic, task-oriented profiles with faster decision-making, while public sector employees often demonstrate stable, relationship-focused profiles marked by caution, collaboration, and adherence to procedures. Importantly, both sectors show similar developmental gaps in essential soft skills, including empathy, feedback practices, conflict management, and inclusive leadership. By framing these findings in an educational context, the study underscores the value of PBL not only as a research tool but also as an active, experiential learning strategy that fosters reflection, critical thinking, and competency development. The study contributes to leadership and organizational education by illustrating how sectoral context shapes leadership behaviors and competencies, and by demonstrating the practical utility of a coordinate-based model for assessing leadership in real-world settings. Moreover, the model and methodology provide a replicable, transparent framework that can be applied in training programs, human resource development, and organizational learning initiatives, supporting the integration of empirical analysis with hands-on skill-building