Esteves, Felipe de Sousa; Carneiro, Jorge Manoel Teixeira (Advisor). Strategy Execution: A Model Proposal. Rio de Janeiro, 2015. 114p. MSc. Dissertation -Departamento de Administração, Pontifícia Universidade Católica do Rio de Janeiro.The ability of a company to survive and thrive depends mainly on the selection and execution of its strategy. However, there are few scientific studies related to the topic of strategy execution. The academic literature on how to conceptualize and measure the "strategy execution" construct is scarce. Most of the material published about the construct comes from consulting studies or practitioner-works. However, in order to develop theory about the antecedents and the consequences of this construct it is to have a sound conceptual delimitation and a set of validated operational measures. In this study, the domain map of the "strategy execution" construct is thoroughly investigated and two models are

This thesis proposes a theoretical model that articulates the conceptual connections between the transformational, transactional (BASS, 1985), instrumental (ANTONAKIS & HOUSE, 2014) and empowering (PEARCE & SIMS, 2002) perspectives of leadership in generating dynamic capacities and obtaining competitive advantage in project teams. Based on theories of motivation and its theoretical articulation with the perspectives of leadership, a hierarchical model was proposed where leadership behaviors highlighted in the studied perspectives are presented as complementary actions associated to intrinsic and extrinsic motivation mechanisms to form global leadership competencies, and via these competencies influence the performance of project teams. The study also proposes an association between the leadership competencies of the project manager and the team dynamic capabilities, as well as these capabilities with the performance of the teams. The conceptual model was statistically tested in 50 project teams from Elogroup consulting company, evaluated using structural modelling based on partial least squares (PLS) and bootstrapping techniques to calculate the significance of the estimated effects. The positive effects of the leadership skills addressed by this study were verified on the performance of consulting teams, evaluated in terms of client satisfaction and the team's ability to create new projects with the same client, but not on the gross profit of the projects. The results of the analysis did not show any statistically significant effect of transformational, transactional, instrumental and empowering leadership behaviors on the dynamic capabilities of the teams.