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Publication
As pequenas coisas fazem diferença? Liderando o desempenho
Advisor(s)
Abstract(s)
O objectivo central desta pesquisa foi avaliar se a liderança transformacional pode influenciar o comportamento dos funcionários ao nível do desempenho intra e extra papel.
Embora as definições de liderança sejam vastas e diversas, a sua maioria foca-se na liderança como um meio de influenciar os outros de forma a que sejam atingidos os objectivos para o bem global da organização.
Enquanto algumas pessoas associam o termo liderança a popularidade (Baukman, 2005), outros (e.g. Baron & Greenberg, 1990) descrevem a liderança como as acções e comportamentos do líder que influenciam positivamente o desempenho.
Podsakoff et al (1990) referem que a liderança transformacional, de todos os tipos de liderança é aquela que mais fomenta desempenhos extra papel através do exemplo dado pelos próprios lideres.
Foram recolhidos dados sobre liderança de 140 vendedores imobiliários e avaliações dos desempenhos extra papel e intra papel (resultados) dos respectivos supervisores, tendo-se obtido 104 díades. Explorou-se neste estudo a relação entre liderança transformacional (LT) e desempenho (intra e extra papel) e a relação entre os dois tipos de desempenho.
Os resultados indicam que a liderança transformacional não se relaciona com o desempenho extra papel nem com o desempenho de resultados e que o desempenho extra papel pode influenciar parcialmente o desempenho de resultados.
Considerações e implicações dos resultados são discutidas no final do trabalho.
ABSTRACT: The goal of this research was to investigate the influence of Transformational Leadership on workers’ in and extra role’s performance. Although leadership definitions are wide and diverse, authors agree that it deals with a way of influencing others in order to reach the well being of the organization. While some people link the leadership to popularity (Bauckman 2005) others (e. g. Baron & Greenberg, 1990) describe leadership as the action and behaviour of the leaders that affect positively others’ performance. Podsakoff et al (1990) argue that transformational leadership encourages people’s extra role performance based on the example given by the leaders. Data was collected from 140 salesperson from real state market and performance evaluations were obtained from their supervisors. Results indicate that TL is not related with extra role our intra role performance and that extra role performance is parcialy related with intra role performance. Considerations and implications of results are discussed.
ABSTRACT: The goal of this research was to investigate the influence of Transformational Leadership on workers’ in and extra role’s performance. Although leadership definitions are wide and diverse, authors agree that it deals with a way of influencing others in order to reach the well being of the organization. While some people link the leadership to popularity (Bauckman 2005) others (e. g. Baron & Greenberg, 1990) describe leadership as the action and behaviour of the leaders that affect positively others’ performance. Podsakoff et al (1990) argue that transformational leadership encourages people’s extra role performance based on the example given by the leaders. Data was collected from 140 salesperson from real state market and performance evaluations were obtained from their supervisors. Results indicate that TL is not related with extra role our intra role performance and that extra role performance is parcialy related with intra role performance. Considerations and implications of results are discussed.
Description
Dissertação de Mestrado apresentada ao ISPA - Instituto Universitário