A relação entre os estilos de liderança e o desempenho dos gerentes de relacionamento de uma instituição financeira no estado do Paraná

• Autor(a) principal: Favoreto, Fernando
• Data de Publicação: 2017
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Repositório do Centro Universitário Braz Cubas
• Texto Completo: https://repositorio.cruzeirodosul.edu.br/handle/123456789/1890
• topic: Administração; Liderança; Desempenho; Gerentes; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO

Financial institutions are inserted in an extremely competitive and dynamic market, which is submitted to political and economic uncertainties and is constantly changing. In this scenario, the search for operational efficiency and sustainable results end up representing, in a certain way, the struggle for survival itself. In this way, the role of the employee is even more relevant, and it can be deduced that their performance may result in a decisive impact on the organization's results. The topic of leadership has been discussed for many years by researchers and the academia and, among the assumptions presented, it is shown that leadership style can influence the performance of the follower. Bass and Avolio (1995) developed the MLQ - Multifactor Leadership Questionare questionnaire that identifies three leadership styles: transformational, transactional and laissez-faire. Thus, given the importance of the performance of its employees to a financial institution and the possibility of identifying leadership styles using the methodology of the MLQ questionnaire, this research sought to identify the leadership styles predominant in general managers of a financial institution in the State of Paraná and its relation to the performance of the relationship managers presented in the second half of 2016. The research allowed to conclude that there is no predominance of a particular style, but rather the stronger presence of the transformational and transactional styles. It also showed that general managers perceive themselves to be more adherent to the transformational and transactional leadership styles than are perceived by their followers. And, finally, it was possible to conclude, too, that transformational leadership is the style that most influences the performance of the followers.