The objective of this research was to analyze whether judicial units of the Labor Court of the 8th Region, when grouped by levels of productivity, differ based on perceptions of configurations of power and leadership styles. Through a quantitative cross-sectional and correlational research, organizational behavioral variables such as leadership and power were identified based on the opinion of public servants working in the studied units, and the variable productivity was obtained by an organizational goals' achievement index. The starting point was the theoretical assumption that productivity can be influenced by behavioral variables, such as those that help to characterize the organizational environment, in the case of configurations of the organizational power, and those that help to characterize relationships at work group level, in the case of managers' leadership styles. The research data showed that the public servants perceived more strongly configurations of the power that are characterized by a strong organizational ideology and that distinguish organizational environments that seek to increase or preserve their functional autonomy. In relation to leadership styles, the leaders of the units studied were characterized more strongly as focused on the relationship with their led, although all the researched styles of leadership were significantly perceived. When the organizational behavior variables were associated with the productivity results achieved during the research period, there was no substantial difference between the units. However, important impressions of the organizational environment have been revealed and may serve as a point of reflection and as an element to support the formulation of institutional policies focused on organizational behavior
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