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Liderança eficaz : o alcance do comprometimento organizacional
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Resumo(s)
O sucesso de uma empresa reside na união dos seus colaboradores para o alcance de um objetivo comum. Tendo esta premissa em consideração, o comprometimento organizacional tem vindo a ganhar extrema relevância para a sustentabilidade e consequente êxito organizacional. No entanto, para o alcance deste comprometimento, são poucas as organizações que possuem as capacidades de liderança necessárias.
O objetivo do presente estudo é perceber qual o impacto que certos estilos de liderança têm sobre o comprometimento dos colaboradores para com a organização, a fim de se definir qual o melhor estilo de liderança a adotar pelo líder.
O modelo formulado para este estudo contempla a relação entre a liderança transacional e transformacional e as três componentes do comprometimento organizacional, segundo Meyer, Allen and Smith (1993). Este construto do comprometimento organizacional é composto por uma componente afetiva, calculativa e normativa.
De modo a testar este modelo conceptual, foi elaborado um questionário com base em dois autores distintos: para as variáveis da liderança foi adotado o questionário de Bass and Avolio (1989) e para as variáveis do comprometimento organizacional foi adotado o questionário de Nascimento, Lopes and Salgueiro (2008).
Os resultados demonstram, que o melhor estilo de liderança a adotar pelo líder de modo a potenciar o comprometimento organizacional, é a liderança transformacional. No entanto, evidencia-se, que duas componentes do comprometimento (afetiva e normativa) são condicionadas em média por 30% pela liderança transformacional. O que significa que em termos teóricos os restantes 70% destas componentes são condicionadas por outros fatores exógenos.
The success of a company lies in bringing its employees together to achieve a common goal. Taking this premise into account, organizational commitment has been gaining extreme relevance for sustainability and consequent organizational success. However, to achieve this commitment, few organizations have the necessary leadership skills. The purpose of this study is to understand the impact that certain leadership styles have on the employees' commitment to the organization, in order to define the best leadership style to be adopted by the leader. The model formulated for this study contemplates the relationship between transactional and transformational leadership and the three components of organizational commitment, according to Meyer, Allen and Smith (1993). This construct of organizational commitment is composed of an affective, calculative and normative component. In order to test this conceptual model, a questionnaire was developed based on two different authors: for the variables of leadership it was adopted the questionnaire by Bass and Avolio (1989) and for the variables of organizational commitment it was adopted the questionnaire by Nascimento, Lopes and Salgueiro (2008). The results demonstrate, that the best leadership style to be adopted by the leader in order to enhance organizational commitment, is transformational leadership. However, it is evident that two components of commitment (affective and normative) are conditioned on average by 30% by transformational leadership. Which means in theory that 70% of these components are conditioned by other exogenous factors.
The success of a company lies in bringing its employees together to achieve a common goal. Taking this premise into account, organizational commitment has been gaining extreme relevance for sustainability and consequent organizational success. However, to achieve this commitment, few organizations have the necessary leadership skills. The purpose of this study is to understand the impact that certain leadership styles have on the employees' commitment to the organization, in order to define the best leadership style to be adopted by the leader. The model formulated for this study contemplates the relationship between transactional and transformational leadership and the three components of organizational commitment, according to Meyer, Allen and Smith (1993). This construct of organizational commitment is composed of an affective, calculative and normative component. In order to test this conceptual model, a questionnaire was developed based on two different authors: for the variables of leadership it was adopted the questionnaire by Bass and Avolio (1989) and for the variables of organizational commitment it was adopted the questionnaire by Nascimento, Lopes and Salgueiro (2008). The results demonstrate, that the best leadership style to be adopted by the leader in order to enhance organizational commitment, is transformational leadership. However, it is evident that two components of commitment (affective and normative) are conditioned on average by 30% by transformational leadership. Which means in theory that 70% of these components are conditioned by other exogenous factors.
Descrição
Mestrado em Gestão e Estratégia Industrial
Palavras-chave
Comprometimento Organizacional Liderança Eficaz Liderança Transformacional Liderança Transacional Organizational Commitment Effective Leadership Transformational Leadership Transactional Leadership
Contexto Educativo
Citação
Silva, José Ricardo Vicente da (2020). "Liderança eficaz : o alcance do comprometimento organizacional". Dissertação de Mestrado, Universidade de Lisboa. Instituto Superior de Economia e Gestão.
Editora
Instituto Superior de Economia e Gestão