Tratamento do erro e liderança: uma pesquisa empírica da influência do estilo de liderança na forma de tratamento do erro por indivíduos nas organizações
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2010-12-10
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Caldas, Miguel Pinto
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ERROR, a phenomenon always present in our lives, and LEADERSHIP, the most studied topic in Social Sciences, are the subjects of this master’s dissertation. With a moderate positivist approach, two questionnaires (EOQ and MLQ) were applied to 125 leaders in 27 organizations in Brazil. Based on the data collected, an exploratory correlation analysis was performed to assess the relation among error orientation factors and the factors that measure the leadership style, according to one of the models from the Transformational School of Leadership. Multiple regressions were also performed to ascertain how the leadership factors could predict the error orientation factors. The exploratory research produced in this study revealed important relationships among the factors composing the two constructs: for example, Individual Consideration is significant to stimulate Learning from Errors, a finding that can be easily applied on different organizations and independently from groups. The fear caused by error grows with a Management by Exception (passive) and decreases if the leader shares the goals and the long term vision. Error Anticipation also shows differences between factors of Transformational Leadership and Laissez-Faire style. While challenging ideas, values and beliefs by the leader increases Error Anticipation, Management by Exception (passive) reduces it. Thinking about Errors also presented inverted correlation to Transactional Leadership and Laissez-Faire. Time as manager and time in the position also appeared as significant for Error Strain, Error Anticipation and Thinking about Errors, all of them factors of the Error Orientation Questionnaire (EOQ). The study results can be very useful, with applications for organizations and individuals, and they can be used in selection processes, training programs, as well as in evaluating the suitability of a given leadership style for the organization environment. The conclusion of the study provides arguments on why it is essential that ERROR becomes an integral part of the organizations agenda, and that leaders assume it in their daily routine.