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O contributo da liderança ética para a experiência emocional no trabalho e intenção de saída : uma comparação líderes vs. liderados
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Abstract(s)
O presente estudo analisa o papel da liderança ética na predição da experiência emocional e intenção de saída dos trabalhadores. Especificamente, procura compreender se experiência emocional medeia a relação entre a liderança ética e a intenção de saída, e se essa mediação difere entre líderes e liderados. A amostra foi constituída por 815 profissionais, incluindo indivíduos com (n = 213) e sem (n = 602) funções de liderança, que responderam a questionários validados sobre liderança ética percecionada, experiências emocionais positivas e negativas no trabalho e intenção de saída. Os resultados indicaram que níveis mais elevados de perceção de liderança ética predizem menor intenção de saída, maior frequência de experiências emocionais positivas e menor frequência de experiência emocionais negativas. A análise de mediação revelou que apensas a experiência emocional negativa atuou como mediadora significativa entre a liderança ética e a intenção de saída. Contrariamente ao esperado, o efeito mediador não diferiu significativamente entre líderes e liderados. Estes resultados reforçam a importância da liderança ética na mitigação de experiências emocionais negativas e na retenção de talento. Deste modo, sugere-se o desenvolvimento de práticas éticas de liderança e o acompanhamento do clima emocional nas organizações.
This study examines the role of ethical leadership in predicting employees’ emotional experience and turnover intention. Specifically, it seeks to understand whether emotional experience mediates the relationship between leaders and followers. The sample consisted of 815 professionals, including leaders (n = 213) and non-leaders (n = 602), who responded to validated questionnaires on perceived ethical leadership, positive and negative emotional experience at work, and turnover intention. The results indicated that the higher levels of perceived ethical leadership predicts lower turnover intention, greater frequency of positive emotional experiences, and less frequent negative emotional experiences. The mediation analysis revealed that only negative emotional experience acted as a significant mediator between ethical leadership and turnover intention. Contrary to what was expected, the mediating effect did not differ significantly between leaders and followers. These results highlight the importance of ethical leadership in mitigating negative emotional experiences and retaining talent. Therefore, it is suggested to develop ethical leadership practices and monitor the emotional climate in organizations.
This study examines the role of ethical leadership in predicting employees’ emotional experience and turnover intention. Specifically, it seeks to understand whether emotional experience mediates the relationship between leaders and followers. The sample consisted of 815 professionals, including leaders (n = 213) and non-leaders (n = 602), who responded to validated questionnaires on perceived ethical leadership, positive and negative emotional experience at work, and turnover intention. The results indicated that the higher levels of perceived ethical leadership predicts lower turnover intention, greater frequency of positive emotional experiences, and less frequent negative emotional experiences. The mediation analysis revealed that only negative emotional experience acted as a significant mediator between ethical leadership and turnover intention. Contrary to what was expected, the mediating effect did not differ significantly between leaders and followers. These results highlight the importance of ethical leadership in mitigating negative emotional experiences and retaining talent. Therefore, it is suggested to develop ethical leadership practices and monitor the emotional climate in organizations.
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Keywords
Bem-estar emocional Diferenças hierárquicas Ética organizacional Retenção de talentos Rotatividade organizacional Emotional well-being Hierarchical differences Organizational ethics Talent retention Organizational turnover
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CC License
Without CC licence