A relação entre os estilos de liderança e a cultura da melhoria contínua: o caso de uma indústria de grande porte

Abstract

This dissertation had the objective of verifying and analyzing the Leadership Styles and the Continuous Improvement stages present in the different units (Plants and Support Areas) of a large-sized industry located in the State of Rio de Janeiro, and its influence on the performance of these units, in relation to operational indicators such as Customer Complaint, Absenteeism and Turnover. This research had as theoretical basis the Situational Leadership of Melo (2004) and the stages of Continuous Improvement (MC) indicated by Bessant, Caffyn and Gallagher (2001). A case study was used to investigate the perceptions of leaders and their Team Members, regarding to the two main themes: the situational leadership style and the continuous improvement stage. In order to investigate the perception of leaders and their Team Members in relation to the themes addressed, the quantitative research strategy was chosen, by using two questionnaires: the Leadership questionnaire, which used the Management Style Assessment Scale (EAEG), and the Continuous Improvement Questionnaire. The results showed that, from the perspective of the leaders, the industrial area of the organization presents a tendency towards the Task-oriented style, and from the perspective of their Team Members, the Situational style. It was found, from both leaders and Team Members perspectives, that a better balance between the three styles of leadership surveyed and a greater synergy between leaders and Team Members leaders promotes a more advanced stage of Continuous Improvement (MC). In addition, the execution of projects focused on MC and a due training of team at the beginning of the implementation of the culture of the continuous improvement contribute to a better performance of the unit, being one of the roles of the leadership, to provide the training and motivate the participation of the team in the accomplishment of MC projects. This research can collaborate with organizations that seek to implant the culture of Continuous Improvement or that are in the process of its implantation, identifying the skills and behaviors necessary for the achievement of more advanced stages of implantation. It can also contribute to leaders in identifying their leadership style and the need to develop relevant skills in their performance, related to the influence of their behavior on the organization's results, as well as the importance of the synergy, communication and training of the team.