Teoria da troca entre líder liderado (LMX): uma teoria diádica de liderança para a identificação dos aspectos que compõem a interação líder-liderado

• Ano de defesa: 2007
• Autor(a) principal: Amaral, Derly Jardim do
• Orientador(a): Godoy, Arilda Schmidt
• Banca de defesa: Bido, Diógenes de Souza , Torres, Claudio Vaz , Silva, Dirceu da , Nassif, Vânia Maria Jorge
• Tipo de documento: Tese
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Programa de Pós-Graduação: Administração de Empresas
• Departamento: Administração
• País: BR
• Palavras-chave em Português: liderança; LMX (Leader-Member Exchange); respeito profissional; lealdade; afeto; identidade social; autocategorização
• Palavras-chave em Inglês: leadership; LMX (Leader-Member Exchange); professional respect; loyalty; affection; social identity; auto-categorization
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO::ADMINISTRACAO DE EMPRESAS
• Link de acesso: http://dspace.mackenzie.br/handle/10899/23243

The study of organizational behavior has called the attention of the researchers interested in understanding the phenomenon of the leadership exerted in the organizations. The range of possibilities of these studies permeates several levels of analysis. The intention of this work was to identify and to analyze the factors that stimulate the relationships' construction in a dyadic level. The Leader-Member Exchange Theory - LMX, was adopted as the basic reference, not yet explored in Brazil. In LMX´s theory, high quality relationship is based on loyalty, affection, contribution and professional respect, this fourth dimension, recently discovered. The instrument chosen for this study was the one elaborated from Liden and Maslyn (1998) added with some assertive created on assumptions from the Theory of the Social Identity and the Theory of the self-categorization, both interpreted in literature as the bases of the construction of the dyadic relationship. The instrument was applied on a sample of 255 individuals. The result analysis permits to affirm that the four dimensions of LMX, except contribution, presented a correlation, among them and with the other variables of the study. The factor grouping obtained indicated that the Professional Respect dimension agglutinates the dimensions of the social identity and the auto-categorization giving evidence that the respondents perceive themselves as pertaining to the leader s closest circle. It was also verified that the perception of the quality of the relationship and the gender of the respondents were useful to discriminate the priorities given to the construction of this relationship. On the other hand, the same was not observed when it came to the type of company s respondent or to the elapsed time of dyadic relationship. Another outcome of the study was an acceptable structural model for formative and reflective variables. As a conclusion, high quality dyadic relationships can influence the results of personal performance, hence deserving, attention and investment from organizations.