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Abstract(s)
O presente estudo procurou analisar de que forma a perceção dos líderes sobre o seu estilo de liderança (i.e.: transformacional e transacional) se relaciona com a avaliação que fazem relativamente à autonomia e eficácia das suas equipas. Para além disso, foi considerado nesta relação o contexto organizacional em que os respondentes se encontravam a desempenhar funções (i.e.: empresas startup ou estabelecidas). Mais concretamente, procurou-se verificar se existiriam diferenças decorrentes do contexto de trabalho dos líderes mais transformacionais, no que concerne à sua avaliação da autonomia e eficácia das equipas. Esta investigação recorreu a uma amostra total de 74 líderes (Nstartup = 24; Nempresas estabelecidas = 50). Os resultados indicaram que não existem diferenças significativas quanto aos tipos de liderança de acordo com o contexto. Verificou-se também que maiores níveis de liderança transformacional predizem positivamente a avaliação dos líderes quanto à autonomia e eficácia das suas equipas, enquanto que maiores níveis de liderança transacional apenas predizem positivamente a avaliação dos líderes quanto à eficácia das suas equipas. Por fim, foram identificadas diferenças contextuais na avaliação que os líderes mais transformacionais faziam sobre a autonomia e eficácia das suas equipas, sendo que a variação exercida sobre esta avaliação, que podia ser explicada pela predominância deste estilo de liderança, era superior em empresas startup.
The present study aims to adress how leaders perception of their own leadership style (i.e.: transformational or transactional) relates to the assessment of their teams autonomy and efficacy. Furthermore, the organizational context in which the respondents were working (i.e.: startup or established businesses) was also taken into account. The study also searched for differences in leaders with higher levels of transformational leadership and their assessment of the teams autonomy and efficacy while accounting for both organizational contexts. The present sample amounted a final number of 74 leaders (Nstartup businesses = 24; Nestablished businesses = 50). The results showed that there are no significant differences as to the prevalence of a specific leadership style given the organizational context. It was also observable that higher levels of transformational leadership positively predict the leaders assessment of their teams autonomy and efficacy, whilst higher levels of transactional leadership only positively predict the leaders assessment of their teams efficacy. Lastly, the study found some contextual differences in the assessment that leaders with higher levels transformational leadership made regarding their teams autonomy and efficacy, being that the variation exercised over the leaders assessment which could be explained by the predominance of this leadership style was higher for startup businesses.
The present study aims to adress how leaders perception of their own leadership style (i.e.: transformational or transactional) relates to the assessment of their teams autonomy and efficacy. Furthermore, the organizational context in which the respondents were working (i.e.: startup or established businesses) was also taken into account. The study also searched for differences in leaders with higher levels of transformational leadership and their assessment of the teams autonomy and efficacy while accounting for both organizational contexts. The present sample amounted a final number of 74 leaders (Nstartup businesses = 24; Nestablished businesses = 50). The results showed that there are no significant differences as to the prevalence of a specific leadership style given the organizational context. It was also observable that higher levels of transformational leadership positively predict the leaders assessment of their teams autonomy and efficacy, whilst higher levels of transactional leadership only positively predict the leaders assessment of their teams efficacy. Lastly, the study found some contextual differences in the assessment that leaders with higher levels transformational leadership made regarding their teams autonomy and efficacy, being that the variation exercised over the leaders assessment which could be explained by the predominance of this leadership style was higher for startup businesses.
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Keywords
Estilos de liderança Empresas startup Empresas estabelecidas Autonomia das equipas Eficácia das equipas Leadership styles Startup businesses Established businesses Team autonomy Team efficacy