Abstract:
This article aims to analyze the impacts of autocratic and situational leadership styles on organizational performance, investigating how the transition between these models can influence the mental health of employees and overall results. It observes that autocratic leadership concentrates decisions in the leader, with little team participation, providing speed in decision-making but potentially generating demotivation, stress, anxiety, burnout, and high turnover. Situational leadership, on the other hand, adapts the leader's behavior to the needs and characteristics of the employees, favoring flexibility, communication, motivation, and professional development. The study also addresses the relationship between leadership, mentalhealth, talent retention, and organizational climate, highlighting the need to adapt management models to market demands and the different generations in the workplace. The results indicate that situational leadership contributes to more collaborative, productive, and healthy environments, being more effective for employee growth and better organizational results. It concludes that leadership is essential for the success of organizations and requires strategic, human, and behavioral competencies from leaders.
