Estilos de liderança em cooperativa vinícola da Serra Gaúcha

Abstract

With competitiveness in the global market, the organizations feel the need of join through merger, which has shown a continued growth since the 90’s. This way, the integration of companies has become a major challenge for leadership by the fact of joining different organizational cultures, that when put together can lead to conflict. In this sense, it is necessary that leaders use their skills to facilitate this process of change. Thus, the development and survival of an organization are the result of the way it is being conducted or by whom it is being leaded. In this context, from many of the changes leadership is seen as a competitive advantage in the market of goods and services. Therefore, the leadership styles can aggregate, influence and direct people so that together they can achieve goals expected by the organization. This paper aimed to identify and analyze leadership styles adopted in the view of managers and associates of the Wine Cooperative in study. As research method an exploratory and descriptive study operationalized through a quantitative survey was performed with the four cooperatives incorporated to the Wine Cooperative studied in this research, located in Serra Gaúcha. As a research tool, the MLQ-6S simplified (Multifactor Leadership Questionnaire) was applied. The collected data was processed by means of statistical techniques and the results were obtained through Microsoft Excel and SPSS 20.0 software. Among the main findings it was realized that with the heads prevailed the transformational leadership with emphasis on the factors: idealized influence, intellectual stimulation and consideration for others that obtained variables indices classified as high. Transactional leadership with moderate index stood out for the factors: the management of reward and management by exception. Thus, according to the results, the leadership style prevailed, in the view of the directors, transformational leadership, with significant presence of transactional leadership. By the answers of the members what prevailed was transformational leadership, obtaining 82% of the associated responses. For this sample the following factors were highlighted: idealized influence, intellectual stimulation, consideration for others, from the scale proposed by Northouse (2004). Facing the findings, it is stressed the relevance and improvement of transformational leadership skills exercised in the studied winery.