Leadership Styles and Organizational Performance: Correlation in Units of the World Messianic Church of Brazil

Lucas de Oliveira Sousa Castro; Maria Cristina Galvão Machado

DOI: 10.22167/2675-6528-202603173

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

The management of third-sector organizations presents specific challenges, in which leadership plays a fundamental role in converting institutional mission into operational results. The present study analyzed the correlation between the servant leadership profile, as perceived by members, and the organizational performance of ten units of the Igreja Messiânica Mundial do Brasil (IMMB). The methodology employed a quantitative and correlational approach, based on the application of an instrument adapted from the model “Servant Leadership Questionnaire” by Liden et al. (2008), which measured seven critical dimensions. Data were collected from 124 respondents, and statistical analysis used Pearson’s correlation coefficient (r) to measure the relationship between the Servant Leadership Index (ILS) and the key performance indicators (KPIs) of fundraising, member expansion, and engagement for the year 2025. The results demonstrated positive correlations in all analyzed indicators. A moderate correlation was found for donation growth (r = 0.460) and member growth (r = 0.465). The most significant result was observed in the growth of annual attendance (r = 0.647), indicating a strong correlation and a coefficient of determination (R²) of approximately 0.42. It was concluded that the servant profile of the local manager is a direct driver of engagement, validating the hypothesis that focusing on the well-being and development of subordinates enhances the sustainability and operational effectiveness of the studied units.

Keywords: People Management; World Messianic Church of Brazil; Result indicators; Servant leadership; Third sector.

1. Introduction

The management of Third Sector Organizations (TSOs) presents distinct challenges compared to the private sector, especially regarding people management. These entities, according to Salamon (1998), emerge as a global force capable of filling gaps left by the state and the market, operating based on purposes. In such organizations, workforce motivation is often based on volunteering and alignment with the mission, rather than financial incentives, as pointed out by Tenório (2004). In this context, the effectiveness of these organizations depends directly on leadership capable of transforming the institutional mission into concrete actions and results, as highlighted by Drucker (1990).

In the field of administration, servant leadership, a concept introduced by Greenleaf (1977), emerges as a fundamental terminology. This model defines the leader as one whose primary focus lies in the growth and well-being of people and the community to which they belong. While Greenleaf laid the philosophical foundations, Spears (2010) systematized the model into operational characteristics applicable to institutional daily life. Unlike traditional models focused on hierarchical power, servant leadership prioritizes ethics, empathy, and the empowerment of the led, characteristics that find strong synergy in value-based environments, as observed by Van Dierendonck (2011).

In this scenario, the Igreja Messiânica Mundial do Brasil (IMMB) is constituted as a non-profit religious organization, classified as an OTS. Its local units, called “Johrei Centers”, operate as branches with autonomy in managing members and resources, although they follow strategic guidelines from the Central Headquarters. Literature suggests that service-oriented structures require the manager to act as a facilitator and support for the base (Wong and Page, 2003). The IMMB workforce is composed of ministers, who act as professional managers and spiritual leaders, and a vast contingent of volunteers. Currently, the institution has about five hundred units and approximately one million eight hundred thousand followers, where the leadership exercised by the responsible ministers is a critical factor for achieving institutional performance indicators.

Although there is extensive literature on the impact of leadership on corporate performance (Bass and Avolio, 1994; Greenleaf, 1977), as reviewed by Parris and Peachey (2013), there is still a gap in empirical studies applying these management theories to the context of religious organizations in Brazil. The understanding of how the servant leadership profile influences organizational performance in third-sector entities, especially those of a religious nature, remains a little-explored field, justifying the need for more in-depth investigations.

The relevance of this study is based on a triple perspective: academic, managerial, and practical. In the academic sphere, the research contributes to the strengthening of administration literature by applying leadership theories to a subject of study still little explored in Brazil, religious Third Sector Organizations. From a managerial perspective, the work generates value by relying on data collected from field studies to improve management in any organization based on volunteerism, where the challenges of motivation and engagement differ substantially from the traditional corporate sector, validating the impact of leadership on engagement (Melchar and Bosco, 2010). Finally, in a practical sphere, the study offers the World Messianic Church of Brazil itself a technical and well-founded diagnosis, capable of guiding the optimization of its internal leader development programs, enhancing organizational performance and the effectiveness of its local units.

Thus, the present study aims to generally analyze the correlation between the servant leadership profile, perceived by the members, and the organizational performance of ten units of the Igreja Messiânica Mundial do Brasil (IMMB), using a multidimensional structure of servant leadership by Liden et al. (2008).

2. Material and Methods

This research was characterized as a quantitative and correlational study, aimed at identifying the relationship between the servant leadership profile and organizational performance in units of the Igreja Messiânica Mundial do Brasil (IMMB). The methodological approach aimed to analyze the correlation between the variables of interest, focusing on ten local units of the IMMB, called “Johrei Centers”. The sample was selected for convenience, including units from various locations in Brazil to encompass different profiles. Primary data collection totaled 124 respondents, composed of active members and volunteers from the selected units.

To measure the independent variable, the servant leadership profile, an instrument adapted from the “Servant Leadership Questionnaire” (SLQ) model by Liden et al. (2008) was used. The adaptation of the items was carried out to adjust the language to the vocabulary and daily life of IMMB, ensuring the respondents’ understanding. The questionnaire measured seven critical dimensions of servant leadership: conceptualization, emotional healing, positional leadership, growth support, behavior that develops people, community building, and the establishment of an unusual vision.

The construction of the questionnaire followed three stages: selection of dimensions, writing of items, and validation. The seven critical dimensions of the original model were maintained, and for each one, a direct statement was drafted with terminology adhering to the IMMB context. The questionnaire underwent preliminary review and was applied to a small focus group to ensure correct interpretation of terms and to make vocabulary adjustments, such as replacing “My leader” with “The responsible minister” and “Organization” with “Unit”.

The leadership profile assessment was conducted online and anonymously, using the Google Forms platform. A 5-point Likert scale was used, where 1 represented “Strongly Disagree” and 5 “Strongly Agree”. A minimum participation of 10 respondents per unit was stipulated to ensure the stability of perception averages and the robustness of the Servant Leadership Index (ILS). To ensure absolute anonymity and mitigate embarrassment biases, the decision was made not to collect individual sociodemographic variables from the 124 participants.

The dependent variable consisted of three key administrative performance indicators (KPIs) for the year 2025, selected based on the logic of the “Balanced Scorecard”. The indicators were: financial sustainability, measured by annual donation growth; number of adherents, assessed by annual growth in the number of faithful; and engagement, measured by annual attendance growth at the unit. These KPIs were used to correlate with the Servant Leadership Index (SLI) of each unit.

The collected data were tabulated and processed electronically to generate the Servant Leadership Index for each minister. For the estimation of correlations, the premise of a linear relationship between leadership perception and the numerical results of the KPIs was adopted. The measurement of linear relationships between the variables used Pearson’s Coefficient (r), according to Hair Jr et al. (2009), a robust statistical technique. The coefficient was in the interval of -1 to +1, and the statistical processing was carried out with the aid of Microsoft Excel software. The classification of correlation intensity followed the intervals proposed by the statistical literature.

Additionally, the Coefficient of Determination (R²) was used, calculated by the square of the correlation coefficient, to measure the proportion of the variance of the dependent variable (KPIs) explained by the independent variable (Servant Leadership). To deepen the analysis, the Simple Linear Regression technique was applied, estimated by the Ordinary Least Squares (OLS) method. This procedure quantified the impact of the independent variable (ILS) on the dependent variable (KPIs), allowing the estimation of the angular coefficient (β₁). The validity of the model was verified by the analysis of statistical significance (p < 0.05) and by the evaluation of the model’s fit.

3. Results and Discussion

The results presented in this section stemmed from the application of the research instrument in ten units of the World Messianic Church of Brazil (IMMB), distributed across different regions of the national territory. The primary data collection totaled 124 respondents, ensuring the stability of perception averages for all units in the sample. The initial descriptive analysis revealed that the average Servant Leadership Index (SLI) of the units was high, ranging between 4.243 and 4.900 on a 5-point scale. These values indicate a consolidated perception of servant behaviors by local managers, reflecting an alignment with the principles of servant leadership as outlined by Greenleaf (1977) and Spears (2010).

Regarding organizational performance, heterogeneity was observed in the results of Key Performance Indicators (KPIs). While the growth in donations and members showed positive values in most units, the annual attendance indicator registered declines in 40% of the sample. This variation in KPI results allowed for testing the correlation between servant leader behavior and performance fluctuations, seeking to understand the direct influence of leadership in the context of third-sector organizations, where member motivation and engagement are crucial for sustainability and operational effectiveness, as pointed out by Tenório (2004).

A preliminary comparative analysis between the main sample poles, Rio de Janeiro (five units) and São Paulo (three units), revealed that the state of Rio de Janeiro presented a slightly higher average ILS (4.64) compared to São Paulo (4.58). However, the São Paulo units registered higher and more significant averages in performance indicators, especially in the annual expansion of new members (average of 36.2% in São Paulo versus 11.1% in Rio de Janeiro) and annual attendance (5.7% in São Paulo versus 0.8% in Rio de Janeiro). This regional comparison reinforces the finding that, although servant leadership acts as a consistent internal driver of engagement, socioeconomic factors and local regional dynamics directly influence the growth amplitude of the units, according to the administrative complexity of the Third Sector discussed by Drucker (1990).

The descriptive analysis of the means obtained in each of the seven dimensions of servant leadership, according to the model by Liden et al. (2008), indicated that the dimensions “Conceptual Formation” and “Emotional Healing” registered the highest means in the sample, both with 4.7. This finding highlights a strong alignment of managers with doctrinal acceptance and clarity, essential elements for cohesion in religious organizations. The ability to understand the institutional mission and demonstrate empathy are perceived as strengths, contributing to an environment of trust and mutual support between leaders and followers, which Eva et al. (2019) associate with the boosting of engagement.

In contrast, the “Empowerment” dimension presented the lowest average in the study, with 4.3. This result suggests that, although leaders are perceived as welcoming and guiding, there is still significant room for strengthening the delegation of authority and the granting of autonomy to subordinates in the analyzed units. The low perception of empowerment may limit the capacity of members and volunteers to make independent decisions and assume responsibilities, impacting operational agility and the formation of new local leaders, a crucial aspect for the long-term sustainability of the organization.

To measure the strength of the linear relationship between leader behavior and unit results, the data were subjected to statistical treatment by Pearson’s Coefficient (r), following the premises of Hair Jr et al. (2009) and the interpretation scale of Dancey and Reidy (2006). The analysis of the coefficients demonstrated that servant leadership exerts a positive influence on all axes of organizational performance evaluated. This general finding validates the central hypothesis of the study, reinforcing the importance of the manager’s servant profile for achieving institutional objectives in the context of the third sector.

The most expressive result of the research was the correlation of 0.647 between servant leadership and the growth of annual attendance (KPI 3). This value indicates a strong and positive correlation, suggesting that the servant profile of the local manager is one of the main determinants for the attendance and engagement of the members. This finding echoes the study by Peterson et al. (2012), according to which the leader who prioritizes others’ needs creates a cascading effect that culminates in superior institutional results, especially in contexts where participation is voluntary and value-based.

When observing the individual units, units like Unit G, which presented the highest ILS in the sample (4.90), also registered one of the highest frequency growth rates (13.67%). On the other hand, units with lower ILS, such as Unit E (4.24), showed a retraction in frequency (-9.48%). This disparity reinforces the direct link between the perception of servant leadership and member engagement, indicating that the quality of ministerial leadership is a critical factor for the retention and motivation of the volunteer and faithful base.

The correlations for the growth of donations (KPI 1), with r = 0.460, and of new members (KPI 2), with r = 0.465, revealed a moderate and positive relationship. This indicates that, although the minister’s behavior influences members’ willingness to contribute financially and to prospect for new followers, these indicators are more influenced by external variables. Findings by Melchar and Bosco (2010) converged with this perspective, demonstrating that servant leadership impacts performance, but the regional economic context or the geographical location of the unit can modulate the extent of this impact, especially in financial and expansion indicators.

To deepen the understanding of the impact of Servant Leadership on results, the Simple Linear Regression technique was applied using the Ordinary Least Squares (OLS) method, focusing on KPI 3 (Annual Frequency Growth). The model presented an angular coefficient (β₁) of 22.90, indicating that for each 1-point increase in the Servant Leadership Index (ILS), an average growth of 22.9 percentage points in the unit’s annual frequency is projected. Statistical significance was validated by a p-value of 0.043, which is below the 0.05 threshold, conferring scientific robustness to the study.

The Coefficient of Determination (R²) of 0.418 indicates that approximately 42% of the variance in annual frequency can be explained by the adopted leadership model. This data is fundamental for the management of IMMB, as it suggests that investment in the development of servant ministers directly acts on member retention and loyalty. Even when penalizing the model for the small size of the aggregated sample (ten units), the servant leadership profile preserved a relevant explanatory capacity of approximately 35% to 42% of the variability in the frequency of the faithful, reinforcing the model’s validity.

The regression assumptions were rigorously evaluated. Multicollinearity is structurally nonexistent in a simple linear regression model with only one independent variable (ILS). The distribution of the model’s residuals showed constant dispersion (homoscedasticity) around the estimated regression line, with a residual standard error of 6.89, without heteroscedastic patterns that could invalidate the efficiency of the OLS estimators. Furthermore, the distribution of the sample errors showed satisfactory adherence to the normality assumption, concentrating symmetrically around the expected mean value, validating the statistical inference and the significance of the estimated parameter.

Regarding the dimensions of financial sustainability (KPI 1) and expansion (KPI 2), the regression models presented positive coefficients, however, without reaching statistical significance at the 5% level (p > 0.05). This phenomenon reinforces Drucker’s (1990) perspective on the administrative complexity of the Third Sector, in which financial performance and member expansion are understood as byproducts of a well-executed mission and are more sensitive to external variables and the local macroeconomic scenario than to the direct and isolated impact of ministerial leadership. This does not invalidate the correlation, but contextualizes the predictive power of the model for these KPIs.

Based on the diagnoses obtained, especially the identification of the “Empowerment” dimension as the main opportunity for managerial improvement and the high performance in “Emotional Healing” and “Concept Formation”, a matrix of practical recommendations was structured. This direction aims to support IMMB’s ministerial training programs, guiding actions focused on strengthening servant leadership and expanding organizational performance. The matrix proposes specific interventions for each dimension, aiming to optimize the management and results of the units.

For the “Empowerment” dimension, which presented the lowest average (4.3), the practical actions suggested include conducting delegation and shared leadership workshops, creating local committees managed by volunteers, and defining scopes and greater autonomy for local initiatives. The expected impact of these actions is an increase in the autonomy of members and volunteers, greater operational agility, and the continuous training of new local leaders, which contributes to the sustainability and growth of the organization, according to the literature on empowerment (Liden et al., 2008).

Regarding the “Emotional Healing” and “Concept Formation” dimensions, which obtained the highest averages (4.7), the recommendations aim to maintain and strengthen existing practices. This includes maintaining listening and individual support practices, as well as structuring formal mentoring programs for younger ministers. The expected impact is the continued retention of members and the consolidation of engagement in services and meetings, which translates directly into increased attendance, the KPI most strongly correlated with servant leadership.

For the “Community Value Creation” dimension, which presented an intermediate average (4.6), the proposed actions include expanding social action projects in the unit’s surroundings and establishing partnerships with other local Third Sector Organizations. The expected impact is increased institutional visibility and the attraction of new members, contributing to the unit’s expansion. These actions reinforce IMMB’s role as a TSO that generates positive social impact, aligning with the mission of service and contributing to community well-being, a pillar of servant leadership.

In summary, the results of this research demonstrate a positive and statistically significant correlation between the servant leadership profile of local managers and the organizational performance of IMMB units, especially regarding member engagement, measured by annual attendance. Although the correlations for donations and member expansion are moderate and more susceptible to external factors, the predictive capacity of the servant leadership model for engagement is robust. The findings provide a valuable diagnosis for IMMB, indicating areas of strength and opportunities for managerial improvement, with a focus on empowering and valuing the servant profile, which proves to be an essential driver for the sustainability and effectiveness of the studied units.

4. Conclusion

This study analyzed the correlation between the servant leadership profile, as perceived by members, and the organizational performance of ten units of the Igreja Messiânica Mundial do Brasil (IMMB). A positive correlation was found in all evaluated performance indicators, with a highlight on the strong relationship observed between servant leadership and the growth of annual attendance, which presented a coefficient of 0.647. This finding indicated that the servant profile of the local manager acts as a direct driver of member engagement, explaining approximately 42% of the variance in annual attendance. For the indicators of donation growth and new members, a moderate correlation was identified, of 0.460 and 0.465, respectively, suggesting that, although leadership influences these results, they are more susceptible to external variables. The dimensions “Concept Formation” and “Emotional Healing” were perceived with the highest averages, while “Empowerment” registered the lowest, pointing to an opportunity for managerial improvement.

The main contribution of this work lies in strengthening the administration literature, by applying leadership theories to religious organizations of the Third Sector in Brazil, a little-explored field. Practically, the study offered IMMB a technical diagnosis, with a matrix of recommendations to optimize leader development programs, focusing on the empowerment and valorization of the servant profile to enhance the effectiveness of the units. However, the research presented limitations, such as the aggregated sample size of ten units, which restricts the generalization of the results. The cross-sectional nature of the study also did not allow for the capture of longitudinal variations, and the sensitivity of financial and expansion indicators to external macroeconomic variables was observed. For future studies, it is recommended to conduct longitudinal investigations to monitor the development of ministers, expand the sample to other geographical regions with qualitative methods, and include new control variables, such as the unit’s founding time and local socioeconomic profile, to refine the analysis of managerial impact.

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Article originating from the Final Course Work of the Specialization in Business Management of the MBA USP/Esalq

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