Tirania em contexto de trabalho: Estudo sobre a relação entre tirania, bases de poder e estilo de liderança segundo empregados e ex-empregados de bancos no estado de São Paulo

• Ano de defesa: 2021
• Autor(a) principal: Sacramento, Silvio José do
• Orientador(a): Almeida, Cleverson Pereira de
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Presbiteriana Mackenzie
• Palavras-chave em Português: bases de poder; estilo de liderança; tirania; comportamentos tirânicos
• Área do conhecimento CNPq: CNPQ::CIENCIAS SOCIAIS APLICADAS
• Link de acesso: https://dspace.mackenzie.br/handle/10899/28497

Tyranny can occur from the use of arbitrary power by the leadership that adopts a leadership style focused on the task, that is, employees are subjected to increase production according to the demands of the leadership. Studies on bullying and corporate psychopathy addressed the tyranny construct, however, only one study was found that brought the definition for the tyranny construct in the workplace. Based on the concept of petty tyranny, the tendency to use arbitrary power, which is perceived by the leadership style of the leadership, tyranny in the work context was studied from the power bases and leadership styles of the leadership. The general objective was to identify the relationship between tyranny in the work context, power bases and leadership style, and a guiding hypothesis and seven directional hypotheses were defined. The adopted approach was quantitative with the use of two scales: EBPS, by Raven and French (1959), and EAEG, by Melo (2004), including open questions to identify the definition of tyranny and tyrannical behaviors, according to employees and former employees of banks located in the State of São Paulo. The instrument was published on social networking sites (Linkedln, Facebook and Instagram), and in the groups on Linkedln and Facebook sites, due to the pandemic COVID-19, and the sample was 233 respondents. From the analysis of the quantitative data, (Descriptive Analysis and Average Equality Tests for the EBSP and EAEG scales for the groups - subordinates and heads, and female and male, and the Structural Model), it is possible to answer that the relationship is significant between tyranny, power bases and leadership style. This dissertation contributed to bring out that according to the respondents, power has been used arbitrarily and the focus of leadership, in the context studied, has been on the task - producing more and more. It can be said that employees perceive tyranny and the reasons that make them accept are: the fear of punishment (being fired, for example); the understanding that "who can command"; the concern with payment slips; and employees can minimize the actions of the boss because they understand that they are also being charged. The sample is not probabilistic, so the results cannot be generalized, and one of the limitations was that respondents were users of social networking sites and most are employed.