Perceptions of Leadership Readiness and Performance: A Study in Organisational Context
DOI:
https://doi.org/10.17575/psicologia.2035Keywords:
Leadership, Readiness, Leadership Styles, Leadership Profiles, Performance, OrganizationsAbstract
This study was conducted within the industrial sector, examining the relationship between employees' perceptions of their supervisors' leadership readiness and employees' perceptions of their own professional performance at work. The sample comprised 236 employees (51% female), who were asked to respond to instruments assessing leadership (leadership cycles, leadership styles, and antecedent factors of leadership) and professional performance. Cluster analysis enabled the identification of three profiles of leadership readiness as perceived by employees. Based on these profiles, the following findings stand out: (a) more positive leadership profiles correspond to a higher perception of professional performance; (b) the leadership profiles perceived by employees did not vary according to their sociodemographic characteristics. In summary, this study demonstrates a relationship between the perception of leadership readiness and the perception of professional performance among employees.
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