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Entre a intenção e ação : congruência e perceções de liderança em díades líder-liderado
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A presente investigação teve como objetivo explorar a congruência entre as perceções de líderes e liderados relativamente à filosofia, às práticas, aos critérios e aos fatores antecedentes da liderança, adotando o Modelo de Eficácia da Liderança (Gomes, 2014; 2020) como modelo conceptual. Através de uma abordagem qualitativa, foram realizadas entrevistas semiestruturadas a oito participantes, organizados em quatro díades líder-liderado, provenientes de organizações do distrito do Porto. Os resultados revelaram uma congruência total ao nível da filosofia e dos critérios de liderança, e uma congruência parcial nas práticas e nos fatores antecedentes. Contudo, a análise dos dados permitiu identificar que a existência de congruência não implica, por si só, que esta seja deliberada ou intencional. Em várias das dimensões analisadas, o alinhamento entre perceções revelou-se sustentado pela padronização institucional e pela naturalização das práticas. Esta constatação conduziu à distinção entre congruência intencional, sustentada por uma filosofia refletida, e congruência emergente, que existe na prática sem que decorra de um processo deliberado. O estudo contribui para o avanço do conhecimento sobre liderança ao demonstrar que verificar a existência de congruência não é suficiente para avaliar a eficácia da liderança, sendo igualmente necessário compreender a sua natureza de forma mais rigorosa e contextualizada.
This study aimed to explore the congruence between the perceptions of leaders and followers regarding leadership philosophy, practices, criteria, and antecedent factors, adopting the Leadership Efficacy Model (Gomes, 2014; 2020) as its theoretical framework. Using a qualitative approach, semi-structured interviews were conducted with eight participants organized into four leader-follower dyads from organizations in the Porto district, Portugal. Results revealed full congruence at the level of leadership philosophy and criteria, and partial congruence in practices and antecedent factors. However, in-depth analysis showed that the existence of congruence does not necessarily imply that it is deliberate or intentional. Across several dimensions, the alignment between perceptions was found to be sustained not by a conscious reflection on leadership, but by contextual adaptation, institutional standardization, and the naturalization of practices. This finding led to the distinction between intentional congruence, grounded in a reflective and communicated philosophy, and emergent congruence, which exists in practice without resulting from a deliberate process. The study advances leadership research by demonstrating that verifying the existence of congruence is insufficient, and that understanding its nature is essential for a more rigorous and contextualized assessment of leadership effectiveness.
This study aimed to explore the congruence between the perceptions of leaders and followers regarding leadership philosophy, practices, criteria, and antecedent factors, adopting the Leadership Efficacy Model (Gomes, 2014; 2020) as its theoretical framework. Using a qualitative approach, semi-structured interviews were conducted with eight participants organized into four leader-follower dyads from organizations in the Porto district, Portugal. Results revealed full congruence at the level of leadership philosophy and criteria, and partial congruence in practices and antecedent factors. However, in-depth analysis showed that the existence of congruence does not necessarily imply that it is deliberate or intentional. Across several dimensions, the alignment between perceptions was found to be sustained not by a conscious reflection on leadership, but by contextual adaptation, institutional standardization, and the naturalization of practices. This finding led to the distinction between intentional congruence, grounded in a reflective and communicated philosophy, and emergent congruence, which exists in practice without resulting from a deliberate process. The study advances leadership research by demonstrating that verifying the existence of congruence is insufficient, and that understanding its nature is essential for a more rigorous and contextualized assessment of leadership effectiveness.
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Eficácia de liderança Congruência intencional e emergente Modelo de eficácia da liderança Liderança organizacional Investigação qualitativa Leadership effectiveness intentional and emergent congruence Leadership efficacy model Organizational leadership Qualitative research
Contexto Educativo
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Licença CC
Sem licença CC