Performance and leadership style: when do leaders and followers disagree?

• Autor(a) principal: Maria Aparecida Muniz Jorge Dias
• Data de Publicação: 2017
• Outros Autores: Renata Simões Guimarães e Borges
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Institucional da UFMG
• Texto Completo: http://hdl.handle.net/1843/46955
• topic: Leadership; Leadership styles; Performance; Team performance; People management; Liderança

Purpose: The goal of this research is to analyze how team performance is influenced by leadership styles in the public sector, confronting the perspectives of the leaders with the perception of their teams. Originality/gap/relevance/implications: The main contribution of this study is to compare the perspectives of leaders and followers in the same context. Furthermore, this research investigates the relationship between team performance and style of leadership in the public sector. This research offers empirical data that can support the development of human resources policies and practices directed at improving leadership and reduce the gap between leaders and followers. Key methodological aspects: The survey method was used to collect data in the Executive Branch of State of Minas Gerais, which was answered by 315 individuals. We applied standardized questionnaires based on well tested instruments available in the literature. Summary of key results: The results indicate that leaders feel that team performance is directly influenced by transformational leadership, supporting the literature. For the followers, the level of team perfor- mance is directly influenced by the transactional characteristics of the leaders and not transformational characteristics. The results also suggest that the performance evaluation run by the government might be over- valued, since leaders and non-leader employees think that their own team performance is lower than the officially measured performance. Key considerations/conclusions: The idiosyncratic dynamics of people management of the Executive Branch of Minas Gerais reinforce beha- viors that require leaders to use transactional leadership style. However, when managers achieve upper levels, the transformational style seems to be better suited to improve the other managers’ performance.