Browsing by Author "Cunha, Miguel Pina e"
Now showing 1 - 10 of 56
Results Per Page
Sort Options
- Adaptação improvisada em equipa: um modelo de adaptação em tempo realPublication . Abrantes, António Cunha Meneses; Passos, Ana Margarida; Cunha, Miguel Pina e; Costa, Patrícia LopesQuando as equipas precisam de se adaptar num contexto de escassez extrema de tempo, elas podem paralisar, podem manter o plano anterior, ou podem improvisar um novo plano. Este último fenómeno consiste na adaptação improvisada em equipa. Sendo um conceito recente, pouco se sabe sobre como as equipas se podem adaptar eficazmente em situações de carência temporal, e como podem produzir conhecimento a partir destes processos. Neste artigo conceptual, desenvolvemos um modelo teórico, baseado num fluxo temporal, o qual contribui para um melhor entendimento da adaptação improvisada. Propomos um conjunto de fatores de influência temporais, moderadores da resposta a estímulos contingenciais, e um conjunto de processos de equipa, fundamentais para a eficácia da adaptação improvisada. Propomos, ainda, que a reflexividade em equipa medeia a relação da adaptação improvisada com a aprendizagem. Ao explorar o fluxo temporal da adaptação improvisada em equipa, estendemos as literaturas de improvisação e de adaptação, aumentando a granularidade dos construtos, alargando a sua rede nomológica.
- African versus portuguese managers’ attitudes toward older workers: an empirical studyPublication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço-Gil, Rui; Leal, Susana; Cunha, Miguel Pina eThe study explores the attitudes toward older workers of African managers, and how these managers make HRM decisions in scenarios involving younger versus older students. We compare African (n= 154) with Portuguese (n= 134) managers. African (n= 63) and Portuguese (n= 138) university students are also included to make cultural, social and institutional explanations more robust. The findings suggest that, although African individuals have more positive attitudes toward older workers than Portuguese do, they make more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.
- Ambidextrous leadership, paradox and contingency: evidence from AngolaPublication . Cunha, Miguel Pina e; Fortes, Armanda; Gomes, Emanuel; Rego, Arménio; Rodrigues, FilipaThe study departs from two assumptions. First, it considers that organizations, their leaders and the HRM function are inherently paradoxical and that, in that sense, dealing with paradox is a necessary component of the leadership process which requires ambidexterity capabilities. Second, it explores whether the paradoxes of leadership may manifest differently in different contexts. We explore the emergence of paradox in the leadership of Angolan organizations. Angola is an economy transitioning from a centrally planned to a market mode, and this makes it a rich site for understanding the specificities of ambidextrous paradoxical processes in an under-researched, ‘rest of the world’, context. The findings of our inductive study led to the emergence of four interrelated paradoxes and highlight the importance of ambidextrous paradoxical work as a HRM contingency.
- Are gritty leaders happier or unhappier? it depends on how prudent they arePublication . Rego, Arménio; Bluhm, Dustin J.; Valverde, Camilo; Cunha, Miguel Pina eGrit in leaders (and, in general, all employees) typically results in greater success and well-being but also has potential downsides. We propose that gritty leaders also need to be prudent or they may spend excessive time and resources at work, leading to greater work-to-family conflict and, as a result, lower well-being. Findings of two studies support this reasoning. Grittier and imprudent leaders experience greater work-to-family conflict and lower affective well-being, whereas grittier and prudent leaders experience lower work-to-family conflict and greater affective well-being. We therefore conclude that the agentic resource of grit in leaders may be either positively or negatively related to their affective well-being depending on their prudence. Considering that work-to-family conflict and affective well-being are important for the leader’s health and performance, which in turn may influence team/organizational performance, our study contributes to a better understanding of the routes leading to better leadership and team/organizational functioning.
- Are morally courageous leaders more effective?Publication . Rego, Arménio; Simpson, Ace Volkmann; Bluhm, Dustin J.; Cunha, Miguel Pina eDetecting, interpreting, assuming responsibility, and being driven to act upon situations with potential ethical implications requires morally courageous leaders to be continuously ‘tuned’ to the environment. We argue that this ‘tuning’ facilitates leader respect for employees and greater receptiveness to their inputs, and that it is through these mechanisms that leader moral courage is positively related to leader effectiveness. In a multi-source study involving 102 team leaders (assessed by peers, subordinates, and supervisors), we found that leaders with higher levels of moral courage convey greater respect for team members and are more receptive to relational transparency from them, and that such respect and receptiveness enhance leader effectiveness. We also hypothesized and found that leaders who overestimate their moral courage (i.e., who self-describe as being morally courageous while others perceive them as not being so) are particularly less respectful toward team members, and thus are less effective.
- Are relationally transparent leaders more receptive to the relational transparency of others? An authentic dialog perspectivePublication . Rego, Arménio; Cunha, Miguel Pina e; Giustiniano, LucaUsing a sample of 114 leaders (described by 516 team members), we show empirically that the association between leader relational transparency and leader receptiveness to relational transparency of team members is indirect (through leader respect) and conditional on leader humility. When a transparent leader expresses humility, he/she conveys respect to team members and is perceived as more receptive to the relational transparency of employees toward him/her. The indirect association between leader relational transparency and leader receptiveness to the relational transparency of team members is negative, however, when the leader is perceived as non-humble. Our paper contributes to discussion about the limits of relational transparency as an indicator of authentic leadership. We suggest that what is often described as relational transparency is no more than unidirectional transparency—from leaders to followers. We conclude that transparency (and authenticity) in leaders is relational only when it is bidirectional.
- Attitudes and HRM decisions toward older workers in Africa: exploring contradictions through an empirical studyPublication . Rego, Arménio; Vitória, Andreia; Ribeiro, Tânia; Ribeiro, Leonor; Lourenço-Gil, Rui; Leal, Susana; Cunha, Miguel Pina eWe explored the attitudes toward older workers of African versus Portuguese managers, and how these managers make HRM decisions in scenarios involving younger versus older workers. To make cultural, social, and institutional explanations more robust, we also included two samples of students attending Portuguese universities: one sample comprising African students, the other comprising Portuguese ones. The main findings were: (a) a three-factor model (conscientiousness and performance; social capital and generosity; adaptability) of attitudes toward older workers emerged as satisfactory across the four samples; (b) in comparison with the Portuguese participants, African individuals expressed more positive attitudes toward older workers while, at the same time, discriminated against older workers more; (c) the findings were almost identical for both managers and students. Although African individuals showed more positive attitudes toward older workers than did the Portuguese, they made more discriminatory decisions in the HRM scenarios. We suggest that this contradiction may emerge from dualities characterizing Africa.
- Brazilian managers’ ageism: a multiplex perspectivePublication . Rego, Arménio; Vitória, Andreia; Tupinamba, Antonio C. R.; Reis Júnior, Dálcio; Reis, Dalcio; Cunha, Miguel Pina e; Lourenço-Gil, RuiPurpose: The purpose of this paper is to explore the Brazilian managers’ attitudes toward older workers, and how those attitudes explain HRM decisions in hypothetical scenarios. Design/methodology/approach: Brazilian managers (n=201) reported their attitudes toward older workers and their decisions in scenarios involving an older vs a younger applicant/worker. Findings: In spite of expressing positive attitudes toward older workers, a significant number of managers chose a younger one even when the older worker is described as more productive. To build a better understanding of how attitudes predict decisions, it is necessary to identify attitudinal profiles and the interplay between attitudinal dimensions, rather than simply studying each dimension separately. Attitudinal profiling also shows that some managers discriminate against younger workers, a finding, that is, ignored when (only) regressions are taken into account. The managers’ attitudes and behavioral intentions relate with their age. Evidence does not support the double jeopardy effect against older women workers. Research limitations/implications: The sample is small. The scenarios cover a reduced number of HRM decisions. The data about attitudes and decisions were collected simultaneously from a single source. The findings may be influenced by idiosyncrasies of the context. Future studies should also consider real situations, not hypothetical ones. Practical implications: Efforts must be made (e.g. via training and development) to raise managers’ awareness about the consequences of ageism in organizations. Originality/value: Empirical studies about managers’ perceptions/attitudes toward older workers are scarce. Studies in the Brazilian context are even scarcer.
- Capuchinhos vermelhos... de raiva: iniquidade nas organizaçõesPublication . Rego, Arménio; Cunha, Miguel Pina e
- Coaching para executivos: moda, desafio ou dever?Publication . Rego, Arménio; Rego, Tomás Mota; Cunha, Miguel Pina e