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Advisor(s)
Abstract(s)
Este estudo propõe explorar o impacto potencial da perceção da Liderança Tóxica no desempenho. Além disso, considerando o papel da subjetividade na análise e experiência da vida cotidiana, pretende-se investigar se certas dimensões da personalidade dos colaboradores poderiam intensificar ou atenuar essas relações. Para isso, foi utilizado o modelo dos Big Five, uma teoria de personalidade amplamente aceite na psicologia.
O estudo envolveu a participação de 201 indivíduos com idades entre 18 e 65 anos ou mais, todos com pelo menos um superior hierárquico em Portugal continental. A amostra foi obtida por meio de um método de amostragem não probabilístico de conveniência (Hill & Hill, 2008), utilizando um questionário online. Para medir a liderança tóxica, foi utilizada a versão portuguesa da Escala de Liderança Tóxica (TLS) de Mónico et al. (2019). Para medir os cinco traços de personalidade (extroversão, amabilidade, conscienciosidade, estabilidade emocional e abertura a experiências), foi utilizado o Inventário de Personalidade de Dez Itens (TIPI) de Nunes et al. (2018). Para avaliar o desempenho, foi utilizada a Escala de Desempenho de Williams e Anderson (1991).
Os resultados obtidos confirmam que algumas dimensões da liderança tóxica, nomeadamente supervisão abusiva, narcisismo, autoritarismo e imprevisibilidade, têm impacto nas três dimensões do desempenho. Esses impactos são moderados pelos traços de personalidade dos colaboradores. Espera-se que esses resultados forneçam insights valiosos sobre como a liderança tóxica pode influenciar o desempenho dos colaboradores, levando em conta suas características de personalidade. O resultado pode contribuir para a literatura existente e fornecer orientações práticas para as organizações que buscam melhorar o desempenho dos seus colaboradores.
This study aims to explore the potential impact of the perception of Toxic Leadership on performance, variables of critical relevance for organizations and their employees. Additionally, considering the role of subjectivity in the analysis and experience of everyday life, it intends to investigate whether certain dimensions of employee personality could intensify or mitigate these relationships. For this, we will consider the Big Five model, also known as the “Five-Factor Model,” a widely accepted personality theory in psychology. The study involved the participation of 201 individuals aged between 18 and 65 years or older, all with at least one hierarchical superior in mainland Portugal. The sample was obtained through a non-probabilistic convenience sampling method (Hill & Hill, 2008) using an online questionnaire. To measure toxic leadership, the Portuguese version of the Toxic Leadership Scale (TLS) by Mónico et al. (2019) was used. To measure the five personality traits (extraversion, agreeableness, conscientiousness, emotional stability, and openness to experiences), the Ten-Item Personality Inventory (TIPI) by Nunes et al. (2018) was used. To assess performance, the Performance Scale by Williams and Anderson (1991) was utilized. The results confirm that certain dimensions of toxic leadership, namely abusive supervision, narcissism, authoritarianism, and unpredictability, impact the three dimensions of performance. These impacts are moderated by employees' personality traits. It is expected that these findings will provide valuable insights into how toxic leadership can influence employee performance, considering their personality traits. These findings can contribute to the existing literature and provide practical guidance for organizations seeking to improve employee performance.
This study aims to explore the potential impact of the perception of Toxic Leadership on performance, variables of critical relevance for organizations and their employees. Additionally, considering the role of subjectivity in the analysis and experience of everyday life, it intends to investigate whether certain dimensions of employee personality could intensify or mitigate these relationships. For this, we will consider the Big Five model, also known as the “Five-Factor Model,” a widely accepted personality theory in psychology. The study involved the participation of 201 individuals aged between 18 and 65 years or older, all with at least one hierarchical superior in mainland Portugal. The sample was obtained through a non-probabilistic convenience sampling method (Hill & Hill, 2008) using an online questionnaire. To measure toxic leadership, the Portuguese version of the Toxic Leadership Scale (TLS) by Mónico et al. (2019) was used. To measure the five personality traits (extraversion, agreeableness, conscientiousness, emotional stability, and openness to experiences), the Ten-Item Personality Inventory (TIPI) by Nunes et al. (2018) was used. To assess performance, the Performance Scale by Williams and Anderson (1991) was utilized. The results confirm that certain dimensions of toxic leadership, namely abusive supervision, narcissism, authoritarianism, and unpredictability, impact the three dimensions of performance. These impacts are moderated by employees' personality traits. It is expected that these findings will provide valuable insights into how toxic leadership can influence employee performance, considering their personality traits. These findings can contribute to the existing literature and provide practical guidance for organizations seeking to improve employee performance.
Description
Keywords
Liderança tóxica Desempenho Personalidade Cinco Grandes Fatores