Influência do estilo de liderança na motivação dos trabalhadores

Abstract

Due to their critical and influential role in organizations, leaders and their leadership styles have been the subject of studies over the years as a way to improve human relations and organizational performance. In addition to the responsibility of directing the group, leaders are the main reference in the organizational context, and their conduct can affect the perceptions of their subordinates and the way they feel motivated about their work. Seeking to advance research on the association of constructs, the main objective of this study was to evaluate the influence of transactional, transformational and laissez-faire leadership styles on the motivation of employees of small and medium-sized companies in the Serra Gaúcha region, given the indication of insufficient research in companies of this size. To meet the established objectives, a descriptive study with a quantitative approach was conducted. The data, classified as primary, was collected through a questionnaire with previously validated scales, sent electronically. The participants are employees of small and medium-sized companies in the Serra Gaúcha region who work under the responsibility of a leader and report their activities and results to him. Seven companies, headquartered in the cities of Paraí, Nova Prata, Guaporé and Serafina Corrêa, took part in the study. In total, 85 valid responses were obtained. Pearson correlation, linear regression and logistic regression analyses were used in the data analysis process, and the processing was done with the aid of the statistical program LHStat®. The characterization of the leadership style made it possible to observe that the behavior of the leaders in the study is perceived by those led as predisposed to the transformational style. By testing the hypotheses predicted by the conceptual model of the study, it was verified, through the significant correlations obtained and the values ​​of the coefficients observed in the regression model, that the transactional and transformational leadership styles positively influence the motivation of the workers, with the transformational style having the greatest impact. The additional data support the positive effects of the transactional and transformational styles, as the perception of these two styles increases the likelihood that the leader will be evaluated by subordinates as an effective leader. Furthermore, the identification of the transformational style was statistically significant in predicting the likelihood of high subordinate satisfaction, just as transactional leadership increases the likelihood that the leader will encourage subordinates to put in extra effort in their activities. It is understood, based on the results, that the research objective was achieved, bringing theoretical, practical and social contributions to studies on leadership in small and medium-sized companies.