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O Efeito da Liderança Ética nas Intenções de Resistir a Mudanças Futuras: O Papel da Atenção Moral e da Confiança no Líder
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Orientador(es)
Resumo(s)
A mudança é inevitável para as organizações se manterem competitivas e se adaptarem à
dinâmica do mercado. Porém, cerca de dois terços dos processos de mudança falham e a
resistência é a principal causa. Assim, analisamos os mecanismos e as condições que tornam a
liderança ética eficaz na redução das intenções de resistir a mudanças futuras. A relevância da
liderança ética para a gestão da mudança foi previamente examinada, mas ainda sabemos pouco
sobre os mecanismos e condições limitadoras que influenciam o seu impacto nas intenções de
resistir a mudanças futuras. Argumentamos que a liderança ética reduzirá as intenções de resistir
a mudanças futuras porque sinaliza confiabilidade. Quando os líderes exibem e promovem
comportamentos normativamente apropriados durante processos de mudança, os trabalhadores
sentirão a necessidade de retribuir esse tratamento, demonstrando lealdade à organização e aos
líderes que a representam. Propomos, ainda, que a atenção moral influenciará a força da relação
entre liderança ética e confiança no líder. Indivíduos com elevada atenção moral devem
desenvolver um maior nível de confiança no seu líder, uma vez que farão automaticamente
interpretações morais do seu comportamento, nomeadamente se o comportamento ou os seus
resultados são éticos e, consequentemente, se o líder é digno de confiança. Esses indivíduos
também perceberão uma violação das normas morais (por parte do líder) como uma violação
da relação de confiança com o líder. As hipóteses foram testadas numa amostra de 139
trabalhadores de empresas portuguesas, utilizando um design desfasado no tempo. Fornecemos
a cada participante dois questionários com um intervalo de quatro semanas. Por último,
analisamos se a) a liderança ética é um preditor de intenções de resistir a mudanças futuras
quatro semanas depois por meio de um aumento na confiança no líder e b) se a atenção moral
dos trabalhadores modera o primeiro caminho do modelo de moderação-mediada.
Change is inevitable for organizations to remain competitive and adapt to market dynamics. However, about two-thirds of change processes fail, and resistance is the main cause. Thus, we examine the mechanisms and conditions under which ethical leadership is effective in reducing intentions to resist future changes. The relevance of ethical leadership for change management has been previously examined. However, we still know little about the mechanisms and boundary conditions that influence its impact on intentions to resist future change. We argue that ethical leadership will reduce intentions to resist future changes because it signals trustworthiness. When leaders exhibit and promote normatively appropriate behaviors during change processes, employees will feel the need to give back the treatment received by placing their loyalty to the organization and the leaders who represent it. We also propose that moral attentiveness will influence the strength of the relationship between ethical leadership and trust in the leader. Individuals high on moral attentiveness should develop a greater level of trust in their (ethical) leader, since they will automatically make moral interpretations of their leader's behavior, namely whether the behavior or its results are ethical, and consequently if the leader is trustworthy. These individuals will also perceive a violation of moral norms (by the leader) as a violation of the relationship of trust with the leader. We tested our hypotheses with a sample of 139 employees from companies operating in Portugal using a time-lagged design. We provided to each employee two surveys with a four-week lag between them. We examined whether a) ethical leadership is a predictor of intentions to resist future changes four weeks later via an increase in trust in the leader, and b) if employees’ moral attentiveness moderates the first path of the mediated-moderation model.
Change is inevitable for organizations to remain competitive and adapt to market dynamics. However, about two-thirds of change processes fail, and resistance is the main cause. Thus, we examine the mechanisms and conditions under which ethical leadership is effective in reducing intentions to resist future changes. The relevance of ethical leadership for change management has been previously examined. However, we still know little about the mechanisms and boundary conditions that influence its impact on intentions to resist future change. We argue that ethical leadership will reduce intentions to resist future changes because it signals trustworthiness. When leaders exhibit and promote normatively appropriate behaviors during change processes, employees will feel the need to give back the treatment received by placing their loyalty to the organization and the leaders who represent it. We also propose that moral attentiveness will influence the strength of the relationship between ethical leadership and trust in the leader. Individuals high on moral attentiveness should develop a greater level of trust in their (ethical) leader, since they will automatically make moral interpretations of their leader's behavior, namely whether the behavior or its results are ethical, and consequently if the leader is trustworthy. These individuals will also perceive a violation of moral norms (by the leader) as a violation of the relationship of trust with the leader. We tested our hypotheses with a sample of 139 employees from companies operating in Portugal using a time-lagged design. We provided to each employee two surveys with a four-week lag between them. We examined whether a) ethical leadership is a predictor of intentions to resist future changes four weeks later via an increase in trust in the leader, and b) if employees’ moral attentiveness moderates the first path of the mediated-moderation model.
Descrição
Dissertação para obtenção de grau de Mestre em Políticas de Desenvolvimento de Recursos Humanos
Palavras-chave
Liderança ética; Intenções de resistir a mudanças futuras; Confiança; Atenção moral; Ethical leadership; Intentions to Resist Future Change; Trust; Moral Attentiveness.