出版社：University of Brasilia, the Federal University of Paraiba, Federal University of Rio Grande do Norte
摘要：This work analyzed leadership styles and organizational performance comparing two small Brazilian family-owned companies using a mixed-method quantitative and qualitative approach. Qualitative data were collected by means of interviews conducted with the respective company leaders about the history of the organization, the role of founders, and company mission, vision, values and organizational strategies. Quantitative data were collected by means of questionnaires applied to subordinates to identify the leadership style prevalent in the companies and business performance. Results showed that both leaders posssess transactional leadership characteristics, but only the leader of company B has some transformational leadership characteristics. Company A's performance stood out only with respect to marketing and financial results, revealing an unsatisfactory organizational climate, while company B showed satisfactory results with respect to all measures of performance. The comparative study of the two cases revealed that transactional leadership influences organizational efficiency while transformational leadership favors effectiveness and the achievement of tangible and intangible returns for the company.
关键词：Big Four Complexidade Contabilidade Desempenho Organizacional Desempenho acadêmico Dividend Policy Dividend Relevance Theory Escolhas Contábeis Estratégia Estrutura de Capital Estrutura de capital Fortune 500 Governança Corporativa; Propriedades para Investimento Regulation; Risco Tamanho Tangibilidade Teoria do tradeoff Velocidade de Ajuste Índice T
