Liderança servidora, teoria da autodeterminação e o desempenho individual em projetos

Abstract

In an organizational landscape that demands dynamism and the constant overcoming of challenges, project effectiveness depends not only on tools and processes but equally on the impact of leadership focused on individuals and their basic psychological needs. This study examines how the servant leadership model, grounded in Self-Determination Theory, influences individual performance in temporary work organizations. Through a quantitative- descriptive approach, the connections between servant leadership style, satisfaction of basic psychological needs – autonomy, competence, and relatedness – and individual outcomes in project contexts were analyzed. The data collected were processed using advanced structural equation modeling techniques, providing insight into the mechanisms linking servant leader behavior to motivational responses and individual performance. The findings of this research indicate that servant leaders create environments that foster engagement and proactivity, thereby driving better individual and collective results. The study offers theoretical contributions to the field of leadership and project management, suggesting practical recommendations for the development of leaders capable of promoting more satisfying and productive work environments. Limitations and suggestions for future research are also discussed, encouraging the continued exploration of a theme that proves to be highly relevant in project environments.