Estilos de liderança e desempenho das equipes no setor público
Autor(a) principal: | |
---|---|
Data de Publicação: | 2014 |
Tipo de documento: | Dissertação |
Idioma: | por |
Título da fonte: | Repositório Institucional da UFMG |
Texto Completo: | http://hdl.handle.net/1843/BUOS-9MHG43 |
Resumo: | This research aims to analyze how leadership styles of public managers influence the performance of the direct administration, independent and foundation management teams in the Executive Power in the State of Minas Gerais. From the Bass and Avoio (2000) model - which establishes three leadership styles - transactional, transformational and laissez-faire and Fernandes (2013) model, related to the performance - outputs expressed in terms of deliveries and results - the existing leadership styles were identified in the agencies and entities of the Executive Power in Minas Gerais and it was made a influence analysis of the team performance levels. The importance of researching the leadership themes and team performance in the public sector comes from the transformation context that it has experienced. From the New Public Management movement, started in Brazil during the 1990s, and in Minas Gerais in 2013, with the Choque de Gestão (Shock Management) implementation. The public organizations are increasingly charged for achieve results and, therefore, an effective leadership are necessary to be able to mobilize their teams towards to the objectives and goals established. A quantitative survey was conducted, through the application of a questionnaire to a sample of 82 leaders and 233 subordinates, who answered questions related to leadership styles and the team performance concerning the deliveries made. Secondary data were also used to measure the teams performance regarding the results, represented by the note of the 2° stage Results Agreement (agreed targets instrument with teams, existing in the agencies and entities in the Executive Power of State). Based on the data analysis, it was verified that the transformational and transactional leadership styles positively affects the team performance and the laissez-faire leadership style does not significantly influence team performance, regarding to deliveries variable. Contrary to the literature signaled, it was identified that the transactional leadership style affects more positively the teams deliveries compared to transformational leadership style. Another result that deserves mention concerns the fact that leadership style did not significantly explain the teams performance regarding to the note of the Results Agreement, despite all the logic to manage for results that have been implemented in the Executive Power of the State. When separated the results by leaders group and subordinates, it was identified a difference perception between them regarding leadership styles that influence the deliveries of each team. In this aspect, the leaders consider the transformational leadership style creates a higher level of deliveries, converging with that theory proclaims about leadership styles, while the subordinates understand that transactional leadership is the one that obtains a higher level of deliveries. Therefore, it is believed that the proposed objectives of this research were fulfilled and it could contribute to a better understanding of leadership styles and their influences on the team performance of the agencies and entities in the Executive Power of the State. Futhermore, the results creates subsidies for development policies design and leardeship formation. |
id |
UFMG_2040243ecbad0d9c06112e3ca637dacf |
---|---|
oai_identifier_str |
oai:repositorio.ufmg.br:1843/BUOS-9MHG43 |
network_acronym_str |
UFMG |
network_name_str |
Repositório Institucional da UFMG |
repository_id_str |
|
spelling |
Estilos de liderança e desempenho das equipes no setor públicoSetor públicoLiderançaDesempenho de equipesEstilos de liderançaDesempenho Serviço Publico Administração de pessoal LiderançaThis research aims to analyze how leadership styles of public managers influence the performance of the direct administration, independent and foundation management teams in the Executive Power in the State of Minas Gerais. From the Bass and Avoio (2000) model - which establishes three leadership styles - transactional, transformational and laissez-faire and Fernandes (2013) model, related to the performance - outputs expressed in terms of deliveries and results - the existing leadership styles were identified in the agencies and entities of the Executive Power in Minas Gerais and it was made a influence analysis of the team performance levels. The importance of researching the leadership themes and team performance in the public sector comes from the transformation context that it has experienced. From the New Public Management movement, started in Brazil during the 1990s, and in Minas Gerais in 2013, with the Choque de Gestão (Shock Management) implementation. The public organizations are increasingly charged for achieve results and, therefore, an effective leadership are necessary to be able to mobilize their teams towards to the objectives and goals established. A quantitative survey was conducted, through the application of a questionnaire to a sample of 82 leaders and 233 subordinates, who answered questions related to leadership styles and the team performance concerning the deliveries made. Secondary data were also used to measure the teams performance regarding the results, represented by the note of the 2° stage Results Agreement (agreed targets instrument with teams, existing in the agencies and entities in the Executive Power of State). Based on the data analysis, it was verified that the transformational and transactional leadership styles positively affects the team performance and the laissez-faire leadership style does not significantly influence team performance, regarding to deliveries variable. Contrary to the literature signaled, it was identified that the transactional leadership style affects more positively the teams deliveries compared to transformational leadership style. Another result that deserves mention concerns the fact that leadership style did not significantly explain the teams performance regarding to the note of the Results Agreement, despite all the logic to manage for results that have been implemented in the Executive Power of the State. When separated the results by leaders group and subordinates, it was identified a difference perception between them regarding leadership styles that influence the deliveries of each team. In this aspect, the leaders consider the transformational leadership style creates a higher level of deliveries, converging with that theory proclaims about leadership styles, while the subordinates understand that transactional leadership is the one that obtains a higher level of deliveries. Therefore, it is believed that the proposed objectives of this research were fulfilled and it could contribute to a better understanding of leadership styles and their influences on the team performance of the agencies and entities in the Executive Power of the State. Futhermore, the results creates subsidies for development policies design and leardeship formation.A presente pesquisa tem por objetivo analisar como os estilos de liderança dos gestores públicos influenciam o desempenho das equipes da administração direta, autárquica e fundacional do Poder Executivo do Estado de Minas Gerais. A partir do modelo de Bass e Avoio (2000), que estabelece três estilos de liderança - transacional, transformacional e laissez-faire -, e do modelo de Fernandes (2013) referente ao desempenho saídas expressas em termo de entregas e resultados foram identificados os estilos de liderança existentes nos órgãos e entidades do Poder Executivo mineiro e feita uma análise da influência destes nos níveis de desempenho das equipes. A importância de se pesquisar os temas liderança e desempenho de equipes no setor público advém do contexto de transformação que este vem vivenciando, a partir do movimento da Nova Gestão Pública (New Public Management), iniciado no Brasil na década de 1990, e em Minas Gerais no ano de 2003, com a implementação do Programa Choque de Gestão. As organizações públicas cada vez mais vêm sendo cobradas para obterem resultados e, assim, são necessárias lideranças eficazes que consigam mobilizar suas equipes em prol do atingimento dos objetivos e metas estabelecidas. Foi realizado um survey de natureza quantitativa, por meio da aplicação de questionário a uma amostra de 82 líderes e 233 liderados, que responderam perguntas relacionadas aos estilos de liderança e ao desempenho das equipes relativo às entregas. Também foram utilizados dados secundários para medir o desempenho das equipes em relação aos resultados, representados pela nota do Acordo de Resultados de 2ª etapa (instrumento de pactuação de metas com as equipes, existente nos órgãos e entidades do Poder Executivo mineiro). A partir da análise dos dados, foi verificado que os estilos de liderança transformacional e transacional influenciam positivamente o desempenho das equipes e o estilo de liderança laissez-faire não influencia significativamente o desempenho das equipes, no que diz respeito à variável entrega. Contrariamente ao que a literatura sinaliza, foi identificado que o estilo de liderança transacional influencia mais positivamente as entregas das equipes, comparativamente ao estilo de liderança transformacional. Outro resultado que merece destaque diz respeito à constatação de que os estilos de liderança não explicam significativamente o desempenho das equipes em relação à nota do Acordo de Resultados, apesar de toda a lógica de gestão por resultados que vem sendo implementada no Poder Executivo mineiro. Quando se separou os resultados por grupo de líderes e liderados, foi identificada uma diferença de percepção entre eles em relação aos estilos de liderança que influenciam as entregas de cada equipe. Nesse aspecto, os líderes consideram que o estilo de liderança transformacional gera um nível maior de entregas, convergindo com o que a teoria apregoa sobre os estilos de liderança, enquanto os liderados entendem que a liderança transacional é a que obtém um maior nível de entregas. Assim, acredita-se que os objetivos propostos neste trabalho foram cumpridos e que se pôde contribuir para uma melhor compreensão dos estilos de liderança e suas influências no desempenho das equipes dos órgãos e entidades do Poder Executivo mineiro. Além disso, os resultados geram subsídios para o delineamento de políticas de desenvolvimento e formação de lideranças.Universidade Federal de Minas GeraisUFMGRenata Simoes GuimaraesAntonio Luiz MarquesJanete Lara de Oliveira BertucciMário Teixeira Reis NetoMaria Aparecida Muniz Jorge2019-08-14T12:56:06Z2019-08-14T12:56:06Z2014-03-25info:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesisapplication/pdfhttp://hdl.handle.net/1843/BUOS-9MHG43info:eu-repo/semantics/openAccessporreponame:Repositório Institucional da UFMGinstname:Universidade Federal de Minas Gerais (UFMG)instacron:UFMG2019-11-14T16:53:19Zoai:repositorio.ufmg.br:1843/BUOS-9MHG43Repositório InstitucionalPUBhttps://repositorio.ufmg.br/oairepositorio@ufmg.bropendoar:2019-11-14T16:53:19Repositório Institucional da UFMG - Universidade Federal de Minas Gerais (UFMG)false |
dc.title.none.fl_str_mv |
Estilos de liderança e desempenho das equipes no setor público |
title |
Estilos de liderança e desempenho das equipes no setor público |
spellingShingle |
Estilos de liderança e desempenho das equipes no setor público Maria Aparecida Muniz Jorge Setor público Liderança Desempenho de equipes Estilos de liderança Desempenho Serviço Publico Administração de pessoal Liderança |
title_short |
Estilos de liderança e desempenho das equipes no setor público |
title_full |
Estilos de liderança e desempenho das equipes no setor público |
title_fullStr |
Estilos de liderança e desempenho das equipes no setor público |
title_full_unstemmed |
Estilos de liderança e desempenho das equipes no setor público |
title_sort |
Estilos de liderança e desempenho das equipes no setor público |
author |
Maria Aparecida Muniz Jorge |
author_facet |
Maria Aparecida Muniz Jorge |
author_role |
author |
dc.contributor.none.fl_str_mv |
Renata Simoes Guimaraes Antonio Luiz Marques Janete Lara de Oliveira Bertucci Mário Teixeira Reis Neto |
dc.contributor.author.fl_str_mv |
Maria Aparecida Muniz Jorge |
dc.subject.por.fl_str_mv |
Setor público Liderança Desempenho de equipes Estilos de liderança Desempenho Serviço Publico Administração de pessoal Liderança |
topic |
Setor público Liderança Desempenho de equipes Estilos de liderança Desempenho Serviço Publico Administração de pessoal Liderança |
description |
This research aims to analyze how leadership styles of public managers influence the performance of the direct administration, independent and foundation management teams in the Executive Power in the State of Minas Gerais. From the Bass and Avoio (2000) model - which establishes three leadership styles - transactional, transformational and laissez-faire and Fernandes (2013) model, related to the performance - outputs expressed in terms of deliveries and results - the existing leadership styles were identified in the agencies and entities of the Executive Power in Minas Gerais and it was made a influence analysis of the team performance levels. The importance of researching the leadership themes and team performance in the public sector comes from the transformation context that it has experienced. From the New Public Management movement, started in Brazil during the 1990s, and in Minas Gerais in 2013, with the Choque de Gestão (Shock Management) implementation. The public organizations are increasingly charged for achieve results and, therefore, an effective leadership are necessary to be able to mobilize their teams towards to the objectives and goals established. A quantitative survey was conducted, through the application of a questionnaire to a sample of 82 leaders and 233 subordinates, who answered questions related to leadership styles and the team performance concerning the deliveries made. Secondary data were also used to measure the teams performance regarding the results, represented by the note of the 2° stage Results Agreement (agreed targets instrument with teams, existing in the agencies and entities in the Executive Power of State). Based on the data analysis, it was verified that the transformational and transactional leadership styles positively affects the team performance and the laissez-faire leadership style does not significantly influence team performance, regarding to deliveries variable. Contrary to the literature signaled, it was identified that the transactional leadership style affects more positively the teams deliveries compared to transformational leadership style. Another result that deserves mention concerns the fact that leadership style did not significantly explain the teams performance regarding to the note of the Results Agreement, despite all the logic to manage for results that have been implemented in the Executive Power of the State. When separated the results by leaders group and subordinates, it was identified a difference perception between them regarding leadership styles that influence the deliveries of each team. In this aspect, the leaders consider the transformational leadership style creates a higher level of deliveries, converging with that theory proclaims about leadership styles, while the subordinates understand that transactional leadership is the one that obtains a higher level of deliveries. Therefore, it is believed that the proposed objectives of this research were fulfilled and it could contribute to a better understanding of leadership styles and their influences on the team performance of the agencies and entities in the Executive Power of the State. Futhermore, the results creates subsidies for development policies design and leardeship formation. |
publishDate |
2014 |
dc.date.none.fl_str_mv |
2014-03-25 2019-08-14T12:56:06Z 2019-08-14T12:56:06Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/masterThesis |
format |
masterThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/1843/BUOS-9MHG43 |
url |
http://hdl.handle.net/1843/BUOS-9MHG43 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf |
dc.publisher.none.fl_str_mv |
Universidade Federal de Minas Gerais UFMG |
publisher.none.fl_str_mv |
Universidade Federal de Minas Gerais UFMG |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional da UFMG instname:Universidade Federal de Minas Gerais (UFMG) instacron:UFMG |
instname_str |
Universidade Federal de Minas Gerais (UFMG) |
instacron_str |
UFMG |
institution |
UFMG |
reponame_str |
Repositório Institucional da UFMG |
collection |
Repositório Institucional da UFMG |
repository.name.fl_str_mv |
Repositório Institucional da UFMG - Universidade Federal de Minas Gerais (UFMG) |
repository.mail.fl_str_mv |
repositorio@ufmg.br |
_version_ |
1816829624110284800 |