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Please use this identifier to cite or link to this item: http://hdl.handle.net/1843/46955
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dc.creatorMaria Aparecida Muniz Jorge Diaspt_BR
dc.creatorRenata Simões Guimarães e Borgespt_BR
dc.date.accessioned2022-11-07T12:51:36Z-
dc.date.available2022-11-07T12:51:36Z-
dc.date.issued2017-
dc.citation.volume18pt_BR
dc.citation.issue2pt_BR
dc.citation.spage105pt_BR
dc.citation.epage129pt_BR
dc.identifier.doi10.1590/1678-69712016/administracao.v18n2p104-129pt_BR
dc.identifier.issn16786971pt_BR
dc.identifier.urihttp://hdl.handle.net/1843/46955-
dc.description.resumoPurpose: 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.pt_BR
dc.languageengpt_BR
dc.publisherUniversidade Federal de Minas Geraispt_BR
dc.publisher.countryBrasilpt_BR
dc.publisher.departmentFCE - DEPARTAMENTO DE CIÊNCIAS ADMINISTRATIVASpt_BR
dc.publisher.initialsUFMGpt_BR
dc.relation.ispartofRam. Revista de Administração Mackenziept_BR
dc.rightsAcesso Abertopt_BR
dc.subjectLeadershippt_BR
dc.subjectLeadership stylespt_BR
dc.subjectPerformancept_BR
dc.subjectTeam performancept_BR
dc.subjectPeople managementpt_BR
dc.subject.otherLiderançapt_BR
dc.titlePerformance and leadership style: when do leaders and followers disagree?pt_BR
dc.typeArtigo de Periódicopt_BR
dc.url.externahttps://www.scielo.br/j/ram/a/H8RzQYTTwQGkMhs7LyW3Z8y/?format=pdf&lang=enpt_BR
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