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The Leadership of Managers in Decision-Making: A Case Study in a Multinational Company
Author(s): Maria C. Tavares (Higher Institute for Accountancy and Administration, University of Aveiro (ISCA-UA), Portugal), José Vale (Porto Accounting and Business School, Polytechnic Institute of Porto, Portugal)and Andreia Costa (Higher Institute for Accountancy and Administration, University of Aveiro (ISCA-UA), Portugal)
Copyright: 2024
Pages: 29
EISBN13: 9798369352533
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Abstract
This research aims to understand what motivates and guides the actions of top managers and decentralized managers towards their subordinates, according to their leadership styles and based on the theories of behaviour and contingency. The methodology used to carry out this research is an exploratory, qualitative case study applied to a large industrial company. Semi-structured interviews were conducted with Organisation X's top manager and decentralised managers for its development and implementation. Based on the results of this research, it was identified that, based on the theoretical framework presented, the top manager and decentralised managers follow style three and laissez-faire leadership style, with a high orientation towards both production and people. This study contributes to more significant theoretical and practical knowledge of leadership styles in organisations and the motivations of decentralised managers, particularly in decision-making, thus filling a gap in the literature on their influence on decision-making according to the leadership style presented.
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