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Identificação das competências de Liderança associadas ao comando dos Oficiais subalternos e capitães de Infantaria
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Abstract(s)
O presente trabalho é subordinado ao tema “Identificação das competências de
liderança associadas ao comando dos Oficiais Subalternos e Capitães de Infantaria.”, tem
como objetivo identificar, analisar e interrelacionar os comportamentos de liderança
percecionados pelos subordinados aos Oficiais Subalternos e Capitães de Infantaria nas
suas tarefas diárias de comando e de que maneira os Oficiais conseguem obter dos seus
homens desempenhos extraordinários, eficácia e satisfação.
Para tal, foi implementado um inquérito constituído por um questionário de
competências de liderança e três fatores critério (esforço extraordinário, eficácia e
satisfação). Este inquérito foi aplicado a uma amostra de 246 militares do Exército
Português e Exército Brasileiro (17 Oficiais Subalternos, 35 Sargentos e 194 Praças). O
estudo foi elaborado sob a perspetiva do subordinado sobre o seu comandante. Do estudo
verificou-se que existem diferenças no nível de proficiência entre os Oficiais Capitães e os
Oficiais Subalternos sendo que, os subordinados consideram os Capitães mais proficientes
que os Oficiais Subalternos. Esta diferença também é evidente entre Unidades, sendo que,
na Brigada Mecanizada e no Brasil os Oficiais de Infantaria têm uma maior proficiência
percecionada enquanto na Brigada de Reação Rápida e na Brigada de Intervenção as
diferenças no nível de desempenho percecionado são significativamente inferiores.
Verifica-se no entanto, semelhanças nas competências em que os oficiais são mais
proficientes.
Conclui-se que os subordinados percecionam que os seus comandantes (Oficiais
Subalternos e Capitães) são mais proficientes nas competências “aptidão técnica e
profissional”, “comunicação”, “orientação para a tarefa” e “reconhecimento, feedback
positivo e valorização” e menos proficientes na competência “autoconfiança”. Os
resultados deste estudo vão de encontro ao trabalho elaborado por Sousa (2014) que
identificou mais propensão para a dimensão “orientação para a missão através do exemplo
e ética” e também para o estilo de comunicação “assertivo”, com exceção dos oficiais da
Brigada de Reação Rápida e da Brigada de Intervenção que foram alvo do inquérito, que
utilizam o estilo “comunicação agressiva pelo domínio”. No que concerne aos comportamentos de liderança, todas as competências estão
fortemente correlacionadas aos fatores de critério. As competências que mais contribuem
1
para o desempenho extraordinário, eficácia e satisfação são: “consideração”, “aptidão
técnica e profissional”, “autocontrolo”, “flexibilidade e adaptabilidade”, “trabalho de
equipa e coesão”, “gestão de conflitos e negociação”, “influência/referência”, “orientação
para a tarefa”, relações interpessoais”, “capacidade de tomar decisões”, “transparência”,
“visão”, e “proactividade” e a competência com menos influência sobre os fatores de
critério é a “autoconfiança”
Os Oficiais de Infantaria devem procurar promover o seu desempenho melhorando
essencialmente as competências que mais influenciam o desempenho extraordinário,
eficácia e satisfação dos seus subordinados e que não tenham um desempenho
percecionado elevado, neste caso, das competências com maior correlação com os fatores
de critério os oficiais de infantaria, apenas têm a “Aptidão técnica e profissional” e a
“Orientação para a Tarefa” com valores de proficiência mais elevados, sendo por isso
necessário autopromoverem o desenvolvimento das restantes competências de liderança
identificadas como mais importantes para o desenvolvimento de desempenhos
extraordinários, eficácia e satisfação.
Abstract This work is entitled "Identification of leadership skills associated with the command of Subaltern Officers and Captains of Infantry", and the objective is to identify, analyze and interrelate the leadership behaviors perceived by subordinate to the subaltern officers and captains of Infantry in their daily tasks of command and how the Officers can get their men outstanding performances, efficiency and satisfaction. To this end, was implemented a survey which consists in a questionnaire of leadership skills and three criteria factors (extraordinary effort, effectiveness and satisfaction). This survey was applied to a sample of 246 soldiers from the Portuguese Army and the Brazilian Army (17 Subaltern officers, 35 Sergeants and 194 Soldiers). The study was prepared under the perspective of the subordinate on his commander. The study found that there are differences in the level of proficiency among the Captains and Subaltern Officers being that, subordinates consider the captains most proficient that Subaltern Officers. This difference is also evident among units, and, in Mechanized Brigade and in Brazilian Infantry Army Officers there are higher proficiency perceived while the differences in perceived performance level in Rapid Reaction Brigade and Intervention Brigade are significantly lower. There is however, similarities in skills where Officers are more proficient, demonstrating that the performance and capacity and training of the officers are similar, but with different levels of demand by subordinates and different degrees of difficulty in daily missions that do this change of value. Was concluded that subordinates perceived that their commanders (Subaltern Officers and Captains) are more proficient in skills like: "Technical and Professional Aptitude", "Communication", "Orientation to the task" and "Recognition, Positive Feedback and Valorization” and less proficient skill in "Self-confidence". The results of this study goes for the work done by Sousa (2014) which identified a greater propensity to dimension "orientation for the mission by example and ethics" and also to the communication style "assertive", with the exception of the officers of Rapid Reaction Brigade and Intervention Brigade that were targeted in the investigation, using the style "aggressive communication for dominance." With respect to leadership behaviors, all skills are strongly correlated to the discretion factors. The skills that contribute most to the extraordinary performance, effectiveness and satisfaction are: "Consideration", "Technical and Professional Aptitude", "Self-control," "flexibility and adaptability", "Teamwork and cohesion", "Conflict Management and Negotiation ", " Influence / Reference "," Orientation for the task, "Interpersonal Relations", "Ability to make decisions", "transparency", "view", and "Proactive" and the skill with less influence on the criteria factors is the "Self-confidence". The Infantry Officers must seek to promote their performance improving essentially, the skills that influence the extraordinary performance, effectiveness and satisfaction of their subordinates and did not have a high perceived performance by the subordinates. In this case, the skills with higher correlation with the criteria factors are the "technical and Professional Aptitude" and the "orientation for the task" with higher proficiency values, so it is necessary, improve themselves in the remaining leadership skills identified as most important for the development of outstanding performances, efficiency and satisfaction.
Abstract This work is entitled "Identification of leadership skills associated with the command of Subaltern Officers and Captains of Infantry", and the objective is to identify, analyze and interrelate the leadership behaviors perceived by subordinate to the subaltern officers and captains of Infantry in their daily tasks of command and how the Officers can get their men outstanding performances, efficiency and satisfaction. To this end, was implemented a survey which consists in a questionnaire of leadership skills and three criteria factors (extraordinary effort, effectiveness and satisfaction). This survey was applied to a sample of 246 soldiers from the Portuguese Army and the Brazilian Army (17 Subaltern officers, 35 Sergeants and 194 Soldiers). The study was prepared under the perspective of the subordinate on his commander. The study found that there are differences in the level of proficiency among the Captains and Subaltern Officers being that, subordinates consider the captains most proficient that Subaltern Officers. This difference is also evident among units, and, in Mechanized Brigade and in Brazilian Infantry Army Officers there are higher proficiency perceived while the differences in perceived performance level in Rapid Reaction Brigade and Intervention Brigade are significantly lower. There is however, similarities in skills where Officers are more proficient, demonstrating that the performance and capacity and training of the officers are similar, but with different levels of demand by subordinates and different degrees of difficulty in daily missions that do this change of value. Was concluded that subordinates perceived that their commanders (Subaltern Officers and Captains) are more proficient in skills like: "Technical and Professional Aptitude", "Communication", "Orientation to the task" and "Recognition, Positive Feedback and Valorization” and less proficient skill in "Self-confidence". The results of this study goes for the work done by Sousa (2014) which identified a greater propensity to dimension "orientation for the mission by example and ethics" and also to the communication style "assertive", with the exception of the officers of Rapid Reaction Brigade and Intervention Brigade that were targeted in the investigation, using the style "aggressive communication for dominance." With respect to leadership behaviors, all skills are strongly correlated to the discretion factors. The skills that contribute most to the extraordinary performance, effectiveness and satisfaction are: "Consideration", "Technical and Professional Aptitude", "Self-control," "flexibility and adaptability", "Teamwork and cohesion", "Conflict Management and Negotiation ", " Influence / Reference "," Orientation for the task, "Interpersonal Relations", "Ability to make decisions", "transparency", "view", and "Proactive" and the skill with less influence on the criteria factors is the "Self-confidence". The Infantry Officers must seek to promote their performance improving essentially, the skills that influence the extraordinary performance, effectiveness and satisfaction of their subordinates and did not have a high perceived performance by the subordinates. In this case, the skills with higher correlation with the criteria factors are the "technical and Professional Aptitude" and the "orientation for the task" with higher proficiency values, so it is necessary, improve themselves in the remaining leadership skills identified as most important for the development of outstanding performances, efficiency and satisfaction.
Description
Keywords
Liderança Competências Oficiais Infantaria Meta-Análise
Citation
Publisher
Academia Militar. Direção de Ensino