The leadership process at a organization’s management sector and its influence on the organizational culture’s exposed values
DOI:
https://doi.org/10.22480/revunifa.2014.27.665Keywords:
Transactional leadership, TrTansformational leadership, Organizational values, Organizational culture, Transformational leadershipAbstract
This research aims to verify the influence of the leadership approach used by the members of a organization, in their professional routine, over the exposed values of organizational culture, during the years 2009 and 2010. A qualitative and descriptive case study was conducted. The steps for collecting data used questionnaires and the checking of the organization’s documents and rules. Data analysis was conducted with the Taylor and Bogdan’s model (1998) and the software Atlas-ti was used to help analyzing data. As a result, it was realized that the leadership approach influenced the exposed values of organizational culture. Data shows that the French and Ravens’ (1959) types of power were used and the transaction leadership was predominant when compared to the transformational model. The adoption of the transactional model has risen divergent values, when compared to those that are expressed in the organization’s regulation. Besides, it was possible to perceive that the leaders in Group A and their followers in Group B have different views about the leadership model and the organizational culture’s exposed values.
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