Liderança autêntica e distância de podera influência da liderança autêntica na performance da tarefa

Resumo

Aim – The present study aims at identifying whether authentic leadership grants a positive impact in task performance by means of trust in leadership – in addition to checking whether such impact suffers any interference from the power distance among the participants. Methodology – The research was conducted via an experiment in which two hypothetical scenarios, which manipulated authentic leadership, were presented. After showing one of the scenarios (high authentic leadership and low authentic leadership), the participants were asked to execute a task. Afterwards, the participants answered questionnaires on authentic leadership and power distance. Results – It was shown that authentic leadership positively affects task performance, albeit due to direct form, not due to trust in the leadership, according to previous expectation. Besides, it was identified a positive relationship between an authentic leader and trust, as well as the mediation of this relationship through power distance. Limitations – The main limitation in this research was the use of a hypothetical scenario, i.e., there was no real leader to perform the experiment. Another sort of limitation, also connected to the use of a hypothetical scenario, manifested itself in the execution of the task. It is suggested that task performance, within the organizational context, is more compex and subject to other forms of interference. In addition to that, those who answered the questionnaires were given U$0.70, which might have contributed as a sort of bias in the answers given. Applicability of the Study – Organizations may investigate wheter non authentic leadership may compromise the task performance of those being led, considering that the results manifest a positive and significant relationship between authentic leadership and performance. Apart from this, leadership may also identifiy individual questions and values in face of the power distance each person being led, which conditioned trust in the leadership. Contribution to Society – Authentic leadership contributes to a more ethical and transparent management of organizations. In this sense, authentic leadership may afford more straightforward organizations. Originality – This is one of the few researches to test, via experiment, whether authentic leadership affects task performance, using power distance as a moderator variable.

Ficha do documento

Tipo

Dissertação

Ano

2019

Instituição

Fundação Getulio Vargas

Fonte

Repositório da FGV

Idioma

Português

Acesso

Não informado

Identificador

oai:repositorio.fgv.br:10438/28571

Palavras-chave

Liderança autênticaDistância de poderConfiança na liderançaPerformance da tarefaAdministração de empresasLiderançaLiderança transformacionalConfiançaComportamento organizacional