Influência do perfil de liderança da média gerência no comportamento inovador organizacional

Maíza Goulart; Bruno Fernandes; Samir Vaz; Athos Carlos Silva

doi:10.32459/2447-8717e279

Authors

Maíza Goulart Fundação Dom Cabral
Bruno Fernandes Fundação Dom Cabral
Samir Vaz Fundação Dom Cabral
Athos Carlos Silva FDC; USP

DOI:

https://doi.org/10.32459/2447-8717e279

Keywords:

Leadership. , Innovation. , Leadership profile. , Transactional leadership., Transformational leadership.

Abstract

The theories of Transformational and Transactional Leadership help to explain the impact of leadership profiles on innovation. Middle management is also an important actor for innovation due to its role as central agents in the formulation and implementation of strategies. This study aimed to evaluate the relationship between leadership styles (Transformational and Transactional) of middle management and organizational innovative behavior. To this end, a quantitative study was conducted to test five hypotheses: the first two relating transformational and transactional leadership styles to innovative behavior; a third testing the impact of operational pressures on innovative behavior; and the last two testing the moderating effect of operational pressures on the relationship between the two leadership styles and innovative behavior. The hypotheses were tested in a company in the Oil and Gas sector, considering a sample of 393 managers, who are part of middle management, and their teams. Questionnaires with a Likert scale already validated in the literature were used as measurement instruments. Two hypotheses were confirmed: the relationship between transactional leadership and innovative behavior; and the relationship between operational pressures and innovative behavior. Given that the profile of the units studied focuses on process innovations, the result reinforces previous findings that transactional styles are correlated with process improvements, while the transformational style would be related to product innovation. Furthermore, the result confirms studies that suggest that operational pressures are correlated with innovative behavior. In addition to being compared to previous studies, the findings were explained in light of the nature of the business and even the company's cultural traits.

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