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Relação entre os estilos de liderança transformacional, transaccional e laissez-faire e o comprometimento organizacional
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Abstract(s)
O processo de interacção entre líderes e subordinados denomina-se por liderança, onde
um líder tenta influenciar, motivar o comportamento dos seus subordinados para realizarem os
objectivos organizacionais de forma adequada. Por sua vez, o comprometimento organizacional
pode ser concebido como um laço psicológico que caracteriza a ligação dos indivíduos à
organização e que tem implicações para a decisão de nela permanecerem.
No presente estudo analisou-se a relação existente entre os estilos de liderança e o
comprometimento organizacional, procurou-se também estudar quais os estilos de liderança que
melhor podiam predizer o comprometimento organizacional. Para tal, foram utilizadas dois
instrumentos, a adaptação portuguesa do “Modelo das três componentes do comprometimento
organizacional” de Meyer e Allen (1991) e versão portuguesa do Multifactor leadership Questionnaire -
5x (MLQ) de Bass (1997), numa amostra composta por 149 profissionais de um organismo do
estado. O estudo foi de carácter correlacional e transversal.
Em todos os testes estatísticos efectuados, o nível de significância adoptado foi α=0,05.
Os resultados obtidos relevam a existência de correlações positivas entre a liderança
transformacional e comprometimento afectivo (r=,249; p=,002); a correlação entre liderança
transaccional e o comprometimento afectivo também é positiva (r=,282; r=,000); de igual modo
a correlação entre liderança transformacional e o comprometimento normativo (r=,319; p=,000),
e liderança transaccional e comprometimento normativo (r=,361; p=,000) é positiva. Por último,
as correlações entre liderança transformacional e transaccional com o comprometimento
calculativo não são significativas (r=,034; p=,683) e (r=,090; p=,276) respectivamente. Através do
modelo de regressão linear múltipla verificamos que só a liderança transaccional é significativa a
predizer o comprometimento afectivo (β= ,423; t(146)=2,58;p=,011) e normativo (β= ,327;
t(146)=2,025;p=,045).
ABSTRACT: The interactive process between leaders and subordinates is called leadership, where a leader attempts to influence and motivate the conduct of their subordinates in order to achieve, effectively, organizational goals. On the other hand, organizational commitment can be conceived as a psychological bond that characterizes the connection of individuals to the organization, and that connection has implications in their decision to remain in the organization. The purpose of this study is to analyze the relationship between leadership styles and organizational commitment and also study which leadership styles could better predict the organizational commitment. For this, two instruments were used: the Portuguese adaptation of the “Three-component Model of Organizational Commitment” of Meyer and Allen (1991) and the Portuguese version of the Multifactor leadership Questionnaire-5x (MLQ) de Bass (1997), with a sample of 149 professionals from a state agency. The study was correlational and cross-cutting nature. In all statistical tests performed, the level of significance adopted was α=0,05. The results reveal the existence of positive correlations between transformational leadership and affective commitment(r=,249; p=,002); the correlation between transactional leadership and affective commitment is also positive (r=,282; p=,000); likewise is a positive the relationship between transformational leadership and normative commitment (r=,319; p=,000), and transactional leadership and normative commitment (r=,361; p=,000). Finally, the correlations between transformational and transactional leadership with calculative commitment are not significant (r=,034; p=,683) and (r=,090; p=,276) respectively. Through multiple linear regression model we found that only the transactional leadership is significant in predicting the affective commitment (β= ,423; t(146)=2,58;p=0,011) and normative (β= ,327; t(146)=2,025;p=,045).
ABSTRACT: The interactive process between leaders and subordinates is called leadership, where a leader attempts to influence and motivate the conduct of their subordinates in order to achieve, effectively, organizational goals. On the other hand, organizational commitment can be conceived as a psychological bond that characterizes the connection of individuals to the organization, and that connection has implications in their decision to remain in the organization. The purpose of this study is to analyze the relationship between leadership styles and organizational commitment and also study which leadership styles could better predict the organizational commitment. For this, two instruments were used: the Portuguese adaptation of the “Three-component Model of Organizational Commitment” of Meyer and Allen (1991) and the Portuguese version of the Multifactor leadership Questionnaire-5x (MLQ) de Bass (1997), with a sample of 149 professionals from a state agency. The study was correlational and cross-cutting nature. In all statistical tests performed, the level of significance adopted was α=0,05. The results reveal the existence of positive correlations between transformational leadership and affective commitment(r=,249; p=,002); the correlation between transactional leadership and affective commitment is also positive (r=,282; p=,000); likewise is a positive the relationship between transformational leadership and normative commitment (r=,319; p=,000), and transactional leadership and normative commitment (r=,361; p=,000). Finally, the correlations between transformational and transactional leadership with calculative commitment are not significant (r=,034; p=,683) and (r=,090; p=,276) respectively. Through multiple linear regression model we found that only the transactional leadership is significant in predicting the affective commitment (β= ,423; t(146)=2,58;p=0,011) and normative (β= ,327; t(146)=2,025;p=,045).
Description
Dissertação de Mestrado apresentada ao ISPA - Instituto Universitário
Keywords
Liderança transformacional Transaccional Comprometimento afectivo Normativo e calculativo Transformational leadership Transactional leadership Affective commitment Normative commitment Calculative commitment