The effect of personal values on attitudes toward leadership styles
Autor(a) principal: | |
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Data de Publicação: | 2012 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | RAM. Revista de Administração Mackenzie |
Texto Completo: | https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038 |
Resumo: | According to Human Values Theory, values are transituational goals that guide our lives. They can be organized in 10 motivational types: achievement, power, security, conformity, tradition, benevolence, universalism, self-direction, stimulation and hedonism. As abstract constructs, they can influence other more specific constructs, such as attitudes, which are psychological tendencies to evaluate a particular entity with some degree of favorability. This study aimed to measure the effect of values on attitudes toward transformational and transactional leadership styles. The primer consists in inspiring subordinates and stimulating them to go beyond self-interest in favor of organizational well-being. The latter focuses on negotiating exchanges and punishing performances above expectations. A sample of 324 professionals from the city of Brasilia has answered the questionnaire, 88,5% from public organizations, 76% male, with average age of 33,36 years (SD=8,67). Personal values were measured with the reduced version of the Portraits Questionnaire (PQ21), social desirability with Marlowe-Crowne scale and attitudes with the scale of attitudes toward leadership styles. Results indicate that the two types of attitude were positively related, although the one toward transformational style had more favorable responses. Attitude towards transformational style had a positive relationship with universalism, benevolence and self-direction and negative relationship with power, achievement and tradition. On the other hand, attitude toward transactional style related positively with self-direction and negatively with power, achievement and tradition. Hierarchical regression for transformational leadership showed that, after controlling for socio-demographic variables and social desirability, the inclusion of values caused an increase of 0,17 in the R2. Universalism, power, tradition and hedonism were significant predictors of this attitude. In contrast, for transactional leadership, R2 change was of 0,06. There was no significant contribution of any specific value. In general, results indicate that the attitude toward transformational leadership style is more influenced by values, pointing directions to managers interested in promoting this kind of leadership. We would recommend replicating this research in other contexts and including actual management behavior as a variable. |
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The effect of personal values on attitudes toward leadership stylesEl efecto de los valores personales en las actitudes relativas a estilos de liderazgoO efeito de valores pessoais nas atitudes frente a estilos de liderançaValoresAtitudeLiderançaTransformacionalTransacionalAccording to Human Values Theory, values are transituational goals that guide our lives. They can be organized in 10 motivational types: achievement, power, security, conformity, tradition, benevolence, universalism, self-direction, stimulation and hedonism. As abstract constructs, they can influence other more specific constructs, such as attitudes, which are psychological tendencies to evaluate a particular entity with some degree of favorability. This study aimed to measure the effect of values on attitudes toward transformational and transactional leadership styles. The primer consists in inspiring subordinates and stimulating them to go beyond self-interest in favor of organizational well-being. The latter focuses on negotiating exchanges and punishing performances above expectations. A sample of 324 professionals from the city of Brasilia has answered the questionnaire, 88,5% from public organizations, 76% male, with average age of 33,36 years (SD=8,67). Personal values were measured with the reduced version of the Portraits Questionnaire (PQ21), social desirability with Marlowe-Crowne scale and attitudes with the scale of attitudes toward leadership styles. Results indicate that the two types of attitude were positively related, although the one toward transformational style had more favorable responses. Attitude towards transformational style had a positive relationship with universalism, benevolence and self-direction and negative relationship with power, achievement and tradition. On the other hand, attitude toward transactional style related positively with self-direction and negatively with power, achievement and tradition. Hierarchical regression for transformational leadership showed that, after controlling for socio-demographic variables and social desirability, the inclusion of values caused an increase of 0,17 in the R2. Universalism, power, tradition and hedonism were significant predictors of this attitude. In contrast, for transactional leadership, R2 change was of 0,06. There was no significant contribution of any specific value. In general, results indicate that the attitude toward transformational leadership style is more influenced by values, pointing directions to managers interested in promoting this kind of leadership. We would recommend replicating this research in other contexts and including actual management behavior as a variable.Según la Teoría de Valores Humanos, valores son metas transituacionales que guían la vida del individuo y se organizan en 10 tipos motivacionales: logro, poder, seguridad, conformidad, tradición, benevolencia, universalismo, autodirección, estimulación y hedonismo. Son constructos abstractos que pueden influenciar otros más específicos, como actitudes, esas definidas como tendencias psicológicas en evaluar una entidad particular con algún nivel de favorabilidad. El objetivo de esta pesquisa fue mensurar el efecto de los valores en las actitudes de los individuos en relación a los estilos de liderazgo transformacional y transaccional. El primer consiste en inspirar a los subordinados y conducirlos a transcender sus intereses personales por la organización. El segundo está basado en negociar cambios y punir rendimientos abajo del esperado. Participaron de esta pesquisa 324 profesionales de la ciudad de Brasilia, 88,5% de organizaciones públicas, 76% hombres, con edad media de 33,36 años (DE=8,67). Fueron administrados la versión reducida del cuestionario de Perfiles de Valores Personales (PQ21), la escala de Marlowe-Crowne para la deseabilidad social y la escala de actitudes relativas a estilos de liderazgo. Los análisis indicaron que los dos tipos de actitudes estaban positivamente relacionados, aunque aquel relativo al liderazgo transformacional tenga obtenido mayores índices de favorabilidad. La actitud relativa al estilo transformacional tuvo correlaciones positivas con universalismo, benevolencia y autodirección y negativas con poder, logro y tradición. Por otro lado, la actitud relativa al estilo transaccional tuvo correlaciones positivas con autodirección y negativas con poder, logro y tradición. En la regresión jerárquica para el liderazgo transformacional, una vez controladas las variables sociodemográficas y la deseabilidad social, la inclusión de los valores ha aumentado en 0,17 el R2. Universalismo, poder, tradición y hedonismo fueron predictores significativos de esta actitud. Para el liderazgo transaccional, el cambio en el R2 fue de 0,06, sin contribución significativa de ningún valor en específico. Los resultados indican que la actitud relativa al liderazgo transformacional sufre más influencia de valores, lo que abre caminos para administradores interesados en promover este tipo de liderazgo. Se sugiere la replicación de la pesquisa en otros contextos y con la inclusión de la variable comportamiento gerencial.Segundo a Teoria dos Valores Humanos, valores são metas transituacionais norteadoras da vida do indivíduo e se agrupam em 10 tipos motivacionais: realização, poder, segurança, conformidade, tradição, benevolência, universalismo, autodeterminação, estimulação e hedonismo. São construtos abstratos que podem influenciar outros mais específicos, como atitudes, entendidas como tendências psicológicas em avaliar uma entidade particular com algum grau de favorabilidade ou desfavorabilidade. O objetivo deste estudo foi mensurar o efeito dos valores nas atitudes dos indivíduos em relação aos estilos de liderança transformacional e transacional. O primeiro estilo é caracterizado por inspirar os liderados e levá-los a transcender o próprio interesse pelo bem da organização. Já o segundo baseia-se em negociar trocas e punir desempenhos aquém do esperado. Um questionário foi aplicado a 324 profissionais da cidade de Brasília, sendo 88,5% de órgãos públicos, 76% homens, com idade média de 33,36 anos (DP= 8,67). Valores pessoais foram mensurados com a versão reduzida do questionário de Perfis de Valores Pessoais (PQ21), a desejabilidade social com a escala de Marlowe-Crowne, e as atitudes com a escala de atitudes frente a estilos de liderança. Análises apontaram que as duas atitudes estavam positivamente relacionadas, embora aquela frente à liderança transformacional tenha obtido maiores índices de favorabilidade. A atitude frente ao estilo transformacional teve correlação positiva com universalismo, benevolência e autodeterminação e negativa com poder, realização e tradição. Já a atitude frente ao estilo transacional relacionou-se positivamente com autodeterminação e negativamente com poder, realização e tradição. Na regressão hierárquica para a liderança transformacional, após controle de variáveis sócio-demográficas e da desejabilidade social, a inclusão dos valores trouxe mudança no R2 de 0,17, sendo que universalismo, poder, tradição e hedonismo foram preditores significativos dessa atitude. Já para a liderança transacional, a mudança no R2 foi de 0,06, não havendo contribuição significativa de nenhum valor em específico. No geral, os resultados indicam que a atitude frente à liderança transformacional é mais influenciada por valores, apontando caminhos para gestores interessados em promover esse estilo de liderança. Sugere-se a replicação do estudo em outros contextos e com a inclusão da variável comportamento gerencial.Editora Mackenzie2012-03-30info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionSurveyapplication/pdfapplication/octet-streamapplication/vnd.ms-excelapplication/mswordapplication/mswordhttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038Revista de Administração Mackenzie; Vol. 13 No. 3 (2012): Thematic Special Edition on Human Values and Management: Theoretical and Methodological AdvancesRevista de Administração Mackenzie; Vol. 13 Núm. 3 (2012): Edición Especial Temática en Valores Humanos y Gestión: Avances Teóricos y MetodológicosRevista de Administração Mackenzie (Mackenzie Management Review); v. 13 n. 3 (2012): Edição Edição Especial Temática sobre Valores Humanos e Gestão: Avanços Teóricos e Metodológicos1678-69711518-6776reponame:RAM. Revista de Administração Mackenzieinstname:Universidade Presbiteriana Mackenzie (MACKENZIE)instacron:MACKENZIEporhttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/3443https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8472https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8473https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8474https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8475Copyright (c) 2015 Revista de Administração Mackenzieinfo:eu-repo/semantics/openAccessFonseca, Ana Márcia de OliveiraPorto, Juliana BarreirosBarroso, Aline Cavalcanti2012-07-02T17:06:49Zoai:ojs.editorarevistas.mackenzie.br:article/4038Revistahttps://editorarevistas.mackenzie.br/index.php/RAM/PUBhttps://editorarevistas.mackenzie.br/index.php/RAM/oairevista.adm@mackenzie.br1678-69711518-6776opendoar:2024-04-19T17:00:50.845791RAM. Revista de Administração Mackenzie - Universidade Presbiteriana Mackenzie (MACKENZIE)false |
dc.title.none.fl_str_mv |
The effect of personal values on attitudes toward leadership styles El efecto de los valores personales en las actitudes relativas a estilos de liderazgo O efeito de valores pessoais nas atitudes frente a estilos de liderança |
title |
The effect of personal values on attitudes toward leadership styles |
spellingShingle |
The effect of personal values on attitudes toward leadership styles Fonseca, Ana Márcia de Oliveira Valores Atitude Liderança Transformacional Transacional |
title_short |
The effect of personal values on attitudes toward leadership styles |
title_full |
The effect of personal values on attitudes toward leadership styles |
title_fullStr |
The effect of personal values on attitudes toward leadership styles |
title_full_unstemmed |
The effect of personal values on attitudes toward leadership styles |
title_sort |
The effect of personal values on attitudes toward leadership styles |
author |
Fonseca, Ana Márcia de Oliveira |
author_facet |
Fonseca, Ana Márcia de Oliveira Porto, Juliana Barreiros Barroso, Aline Cavalcanti |
author_role |
author |
author2 |
Porto, Juliana Barreiros Barroso, Aline Cavalcanti |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
Fonseca, Ana Márcia de Oliveira Porto, Juliana Barreiros Barroso, Aline Cavalcanti |
dc.subject.por.fl_str_mv |
Valores Atitude Liderança Transformacional Transacional |
topic |
Valores Atitude Liderança Transformacional Transacional |
description |
According to Human Values Theory, values are transituational goals that guide our lives. They can be organized in 10 motivational types: achievement, power, security, conformity, tradition, benevolence, universalism, self-direction, stimulation and hedonism. As abstract constructs, they can influence other more specific constructs, such as attitudes, which are psychological tendencies to evaluate a particular entity with some degree of favorability. This study aimed to measure the effect of values on attitudes toward transformational and transactional leadership styles. The primer consists in inspiring subordinates and stimulating them to go beyond self-interest in favor of organizational well-being. The latter focuses on negotiating exchanges and punishing performances above expectations. A sample of 324 professionals from the city of Brasilia has answered the questionnaire, 88,5% from public organizations, 76% male, with average age of 33,36 years (SD=8,67). Personal values were measured with the reduced version of the Portraits Questionnaire (PQ21), social desirability with Marlowe-Crowne scale and attitudes with the scale of attitudes toward leadership styles. Results indicate that the two types of attitude were positively related, although the one toward transformational style had more favorable responses. Attitude towards transformational style had a positive relationship with universalism, benevolence and self-direction and negative relationship with power, achievement and tradition. On the other hand, attitude toward transactional style related positively with self-direction and negatively with power, achievement and tradition. Hierarchical regression for transformational leadership showed that, after controlling for socio-demographic variables and social desirability, the inclusion of values caused an increase of 0,17 in the R2. Universalism, power, tradition and hedonism were significant predictors of this attitude. In contrast, for transactional leadership, R2 change was of 0,06. There was no significant contribution of any specific value. In general, results indicate that the attitude toward transformational leadership style is more influenced by values, pointing directions to managers interested in promoting this kind of leadership. We would recommend replicating this research in other contexts and including actual management behavior as a variable. |
publishDate |
2012 |
dc.date.none.fl_str_mv |
2012-03-30 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Survey |
format |
article |
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publishedVersion |
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https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038 |
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https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/3443 https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8472 https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8473 https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8474 https://editorarevistas.mackenzie.br/index.php/RAM/article/view/4038/8475 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2015 Revista de Administração Mackenzie info:eu-repo/semantics/openAccess |
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Copyright (c) 2015 Revista de Administração Mackenzie |
eu_rights_str_mv |
openAccess |
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application/pdf application/octet-stream application/vnd.ms-excel application/msword application/msword |
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Editora Mackenzie |
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Editora Mackenzie |
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Revista de Administração Mackenzie; Vol. 13 No. 3 (2012): Thematic Special Edition on Human Values and Management: Theoretical and Methodological Advances Revista de Administração Mackenzie; Vol. 13 Núm. 3 (2012): Edición Especial Temática en Valores Humanos y Gestión: Avances Teóricos y Metodológicos Revista de Administração Mackenzie (Mackenzie Management Review); v. 13 n. 3 (2012): Edição Edição Especial Temática sobre Valores Humanos e Gestão: Avanços Teóricos e Metodológicos 1678-6971 1518-6776 reponame:RAM. Revista de Administração Mackenzie instname:Universidade Presbiteriana Mackenzie (MACKENZIE) instacron:MACKENZIE |
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Universidade Presbiteriana Mackenzie (MACKENZIE) |
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MACKENZIE |
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RAM. Revista de Administração Mackenzie |
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RAM. Revista de Administração Mackenzie |
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RAM. Revista de Administração Mackenzie - Universidade Presbiteriana Mackenzie (MACKENZIE) |
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