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Based on transformational and transactional leadership (Bass, 2008) and on the Simons’ (1995) levers of control\udmodel, this study explores leadership style as an antecedent of the definition of management control system (MCS)\uduse and the role of its different usage types in technological innovation. The research was operationalized by a\udsurvey of 164 companies and data were analyzed using structural equation modeling. Transformational leadership\udwas confirmed as an antecedent of the interactive use of MCS and beliefs systems. Belief, interactive and boundary\udsystems positively influence technological innovation. This means that organizations seeking to innovate in\udproducts and processes should invest in: (a) the communication of values and goals related to innovation, (b)\uddiscussions involving different areas and members of the business, including considering the possibility of\udinteraction with external agents, and also (c) the establishment of boundaries that specify a field of action for\udemployees, providing focus and creating conditions for development of intended actions. This research expands\udthe knowledge about management control, indicating the ways in which organizations use their MCS to promote\udinnovation and obtain strategic renewal

Estilo de Liderança, Controle Gerencial e Inovação: Papel das Alavancas de Controle