A carregar...
Publicação
Estilo de liderança e intenção de turnover : o papel moderador das estratégias de coping
| Nome: | Descrição: | Tamanho: | Formato: | |
|---|---|---|---|---|
| 697.34 KB | Adobe PDF |
Autores
Orientador(es)
Resumo(s)
A intenção de turnover constitui um dos principais desafios enfrentados pelas organizações, uma vez que a saída de colaboradores pode comprometer a produtividade, aumentar os custos de recrutamento e dificultar a retenção de talento. Neste contexto, os estilos de liderança assumem um papel fundamental, podendo influenciar positiva ou negativamente as atitudes e comportamentos dos trabalhadores. Paralelamente, as estratégias de coping têm sido apontadas como recursos individuais relevantes para a adaptação às exigências laborais e à gestão de situações potencialmente stressantes. Neste contexto, o presente estudo teve como principal objetivo analisar a relação entre os estilos de liderança e a intenção de turnover, explorando simultaneamente o papel moderador das estratégias de coping nesta relação. Participaram neste estudo 339 colaboradores com experiência em contexto organizacional, recrutados através de amostragem não probabilística por conveniência e bola de neve. A recolha de dados foi realizada através de um questionário online composto pelo Empowering Leadership Questionnaire (ELQ), Toxic Leadership Scale (TLS), Escala de Intenção de Turnover e Job Coping Scale. Os dados foram analisados com recurso ao software IBM SPSS Statistics (versão 28), recorrendo-se a análises correlacionais e modelos de moderação. Os resultados evidenciaram que a liderança empoderadora se associou negativamente à intenção de turnover, enquanto a liderança tóxica apresentou associações positivas com a intenção de saída dos colaboradores. Relativamente ao papel das estratégias de coping, os resultados não confirmaram o seu efeito moderador na relação entre os estilos de liderança e a intenção de turnover. Contudo, verificaram-se indícios de que as estratégias de coping poderão contribuir para uma melhor adaptação dos colaboradores às exigências laborais, independentemente do estilo de liderança percecionado. Os resultados reforçam a importância da promoção de estilos de liderança positivos e da prevenção de comportamentos de liderança tóxica nas organizações. Simultaneamente, evidenciam a necessidade de continuar a investigar os fatores individuais e organizacionais associados à retenção de colaboradores e ao bem-estar no trabalho.
Intended turnover is one of the main challenges faced by organizations, as employee turnover can compromise productivity, increase recruitment costs, and make it difficult to retain talent. In this context, leadership styles play a key role, as they can positively or negatively influence employees’ attitudes and behaviors. At the same time, coping strategies have been identified as relevant individual resources for adapting to workplace demands and managing potentially stressful situations. In this context, the primary objective of this study was to analyze the relationship between leadership styles and turnover intention, while simultaneously exploring the moderating role of coping strategies in this relationship. A total of 339 employees with organizational experience participated in this study, recruited through non-probabilistic convenience and snowball sampling. Data collection was conducted via an online questionnaire comprising the Empowering Leadership Questionnaire (ELQ), Toxic Leadership Scale (TLS), Turnover Intention Scale, and Job Coping Scale. The data were analyzed using IBM SPSS Statistics software (version 28), employing correlational analyses and moderation models. The results showed that empowering leadership was negatively associated with turnover intention, while toxic leadership was positively associated with employees’ intention to leave. Regarding the role of coping strategies, the results did not confirm their moderating effect on the relationship between leadership styles and turnover intention. However, there were indications that coping strategies may contribute to employees’ better adaptation to work demands, regardless of the perceived leadership style. The results reinforce the importance of promoting positive leadership styles and preventing toxic leadership behaviors in organizations. At the same time, they highlight the need to continue investigating the individual and organizational factors associated with employee retention and well-being at work.
Intended turnover is one of the main challenges faced by organizations, as employee turnover can compromise productivity, increase recruitment costs, and make it difficult to retain talent. In this context, leadership styles play a key role, as they can positively or negatively influence employees’ attitudes and behaviors. At the same time, coping strategies have been identified as relevant individual resources for adapting to workplace demands and managing potentially stressful situations. In this context, the primary objective of this study was to analyze the relationship between leadership styles and turnover intention, while simultaneously exploring the moderating role of coping strategies in this relationship. A total of 339 employees with organizational experience participated in this study, recruited through non-probabilistic convenience and snowball sampling. Data collection was conducted via an online questionnaire comprising the Empowering Leadership Questionnaire (ELQ), Toxic Leadership Scale (TLS), Turnover Intention Scale, and Job Coping Scale. The data were analyzed using IBM SPSS Statistics software (version 28), employing correlational analyses and moderation models. The results showed that empowering leadership was negatively associated with turnover intention, while toxic leadership was positively associated with employees’ intention to leave. Regarding the role of coping strategies, the results did not confirm their moderating effect on the relationship between leadership styles and turnover intention. However, there were indications that coping strategies may contribute to employees’ better adaptation to work demands, regardless of the perceived leadership style. The results reinforce the importance of promoting positive leadership styles and preventing toxic leadership behaviors in organizations. At the same time, they highlight the need to continue investigating the individual and organizational factors associated with employee retention and well-being at work.
Descrição
Palavras-chave
Liderança empoderadora Liderança tóxica Intenção de turnover Estratégias de coping Retenção de colaboradores Empowering leadership Toxic leadership Turnover intention Coping strategies Employee retention
Contexto Educativo
Citação
Editora
Licença CC
Sem licença CC