Um estudo sobre o impacto do uso das bases de poder pelos líderes de projeto na motivação e desempenho percebido de seus times

Abstract

This research aims to contribute to the existing gap in the field of behavioral operations management, specifically in project management. Through the application of structured questionnaires to members of the project team of a multinational automotive industry located in the municipality of Camaçari, state of Bahia, it was studied how the use of bases of power by project leaders affects the motivation and perceived performance of the teams. Already validated constructs in the Brazilian context, EBPS and IMST, were used to measure the power bases used by managers and team motivation. To measure the perceived performance of teams, an adaptation of the scale by Lam, Chen and Schaubroeck (2002) was used. The research results indicate that the use of reward power by leaders is positively associated with team motivation, while the use of expert power and legitimate power is positively associated with the team's perceived performance.