Made available in DSpace on 2014-12-17T13:53:30Z (GMT). No. of bitstreams: 1 TicianeLS_DISSERT.pdf: 579636 bytes, checksum: d34f178ccc7f81e447317b82a925bccb (MD5) Previous issue date: 2010-09-01 / Universidade Federal do Par? / This study aimed to analyze the leadership style adopted by managers of nongovernmental organizations in the metropolitan region of Belem on the theory of Hersey and Blanchard. This theory is called situational leadership ranks E1, E2, E3, E4 and the styles of leadership and maturity in parallel classes M1, M2, M3 and M4. This study examined the relationship of leadership styles with the maturity of work, identified the relationship of leadership styles as related to psychological maturity and job maturity and psychological maturity. The main objectives were to analyze and relate leadership styles with the maturity of the leaders and understand the phenomenon of leadership from the self-perception of those who lead the organizations studied. To achieve the objectives we used a questionnaire already validated the theory of situational leadership and applied in 320 non-governmental organizations in the metropolitan region of Belem The methodology was quantitative, descriptive and exploratory. The analysis was by descriptive statistics and inferential statistics for univariate and bivariate form, applying the chi-square, the V Crammer and Spearman correlation. The data analysis shows safety, attested to the frequencies, and average margin of error and after application of the tests it was found that a relationship between the leadership style of work with the maturity and psychological maturity. The managers of nongovernmental organizations practicing various styles of leadership and focus on the quadrant of high maturity. It was diagnosed when the manager uses only one style of leadership was the predominance of E3 "share or support", which represents 24% of the sample. As uses two styles of leadership is the predominance of E3 and E2, which represents 76%. So the managers of nongovernmental organizations in the metropolitan region of Belem, practicing a style of leadership support, sharing ideas for decision making using a democratic style / Este trabalho buscou analisar o estilo de lideran?a adotado pelos gestores das Organiza??es N?o Governamentais da Regi?o Metropolitana de Bel?m com base na teoria de Hersey e Blanchard. Essa teoria, denominada lideran?a situacional, classifica em E1, E2, E3 e E4. Que tamb?m classifica a maturidade em M1, M2, M3 e M4. Este trabalho verificou a rela??o dos estilos de lideran?a com a maturidade de trabalho, identificou a rela??o dos estilos de lideran?a com a maturidade psicol?gica e relacionou a maturidade de trabalho e com a maturidade psicol?gica. Os objetivos consistiram em analisar e relacionar os estilos de lideran?a com a maturidade dos l?deres e compreender o fen?meno da lideran?a a partir da autopercep??o daqueles que conduzem as organiza??es estudadas. Para alcan?ar os objetivos, foi utilizado um question?rio j? validado da teoria de lideran?a situacional e aplicado em 320 Organiza??es N?o Governamentais da regi?o metropolitana de Bel?m. Quanto ? metodologia, esta foi quantitativa, e descritivo-explorat?ria. A an?lise foi realizada por meio da estat?stica descritiva e estat?stica inferencial de forma univariada e bivariada, com aplica??o dos testes Qui-Quadrado, o V de Crammer e a Correla??o de Spearman. A an?lise dos dados aponta seguran?a, comprovada com as frequ?ncias, m?dia e margem de erro. Ap?s a aplica??o dos testes, detectou-se que h? rela??o entre o estilo de lideran?a adotado com a maturidade de trabalho e a maturidade psicol?gica. Os gestores das Organiza??es N?o Governamentais praticam v?rios estilos de lideran?a e concentram-se no quadrante de maturidade alta. Diagnosticou-se que quando o gestor utiliza apenas um estilo de lideran?a houve o predom?nio do E3 compartilhar ou apoio , que representa 24% da amostra pesquisada. Quando utiliza dois estilos de lideran?a, o predom?nio ? do E3 e E2, que representa 76%. Assim, os gestores das Organiza??es N?o Governamentais da regi?o metropolitana de Bel?m praticam um estilo de lideran?a de apoio, compartilhando id?ias para a tomada de decis?o utilizando um estilo democr?tico