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High potential employees? Mito ou realidade? Relação do work engagement e estilos de liderança
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Abstract(s)
Este estudo tem como objetivo compreender que estilo de liderança tem mais impacto no work engagement de high potential employees em comparação com indivíduos não identificados como tal. Assim, primeiramente hipotetizou-se que existiam diferenças nos dois grupos ao nível do work engagement e estilos de liderança. De seguida, hipotetizou-se que o estilo de liderança transformacional exerce um impacto positivo tanto em high potential employees como em indivíduos não identificados como tal ao nível do work engagement, e que o estilo de liderança transacional exerce um impacto negativo no work engagement.
A amostra deste estudo é composta por 160 participantes, colaboradores em diversas organizações em Portugal.
Após o tratamento estatístico dos dados, os resultados encontrados indicam que não existem diferenças entre os grupos ao nível dos estilos de liderança e do work engagement. Outra conclusão do estudo, determina que qualquer um dos estilos de liderança (transformacional ou transacional) tem um impacto significativo no work engagement de high potential employees e de indivíduos não identificados como high potential employees.
The main objective of this study is to understand which leadership style has more impact on the work engagement levels of high potential employees in comparison with other individuals, not identified as such. First we hypothesized that differences between both groups exist, at the level of work engagement and leadership styles. Moreover, it was proposed hypothesized that the transformational leadership style has a positive impact on the work engagement levels both on high potential employees and individuals not identified as such, at work engagement levels, and that the transactional leadership style has a negative impact on work engagement. This study has a sample of 160 participants, collaborators on different organizations in Portugal. After the statistical analysis of the data, results show that there are no differences between both groups regarding the leadership style and work engagement levels. Another result, determines that both leadership styles (transformational or transactional) have a significant impact on work engagement levels of high potential employees and individuals not identified as high potential employees.
The main objective of this study is to understand which leadership style has more impact on the work engagement levels of high potential employees in comparison with other individuals, not identified as such. First we hypothesized that differences between both groups exist, at the level of work engagement and leadership styles. Moreover, it was proposed hypothesized that the transformational leadership style has a positive impact on the work engagement levels both on high potential employees and individuals not identified as such, at work engagement levels, and that the transactional leadership style has a negative impact on work engagement. This study has a sample of 160 participants, collaborators on different organizations in Portugal. After the statistical analysis of the data, results show that there are no differences between both groups regarding the leadership style and work engagement levels. Another result, determines that both leadership styles (transformational or transactional) have a significant impact on work engagement levels of high potential employees and individuals not identified as high potential employees.
Description
Dissertação de Mestrado apresentada no ISPA - Instituto Universitário para a obtenção de grau de Mestre na especialidade de Psicologia Social e das Organizações
Keywords
High potential employees Work engagement Estilos de liderança Leadership style