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A Influência do Estilo de Liderança Transformacional na Felicidade e Bem-estar dos Trabalhadores das Autarquias Locais
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Este estudo analisa a influência da Liderança Transformacional na Felicidade no Trabalho
no contexto das Autarquias Locais em Portugal, assumindo que a Liderança
Transformacional pode desempenhar um papel determinante no bem-estar e felicidade
dos trabalhadores. Para além da relação direta entre Liderança Transformacional e
Felicidade no Trabalho, foram analisados fatores moderadores, como condições de
trabalho e características sociodemográficas.
A investigação seguiu uma abordagem quantitativa, recorrendo a modelos Logit para
testar as hipóteses formuladas. A amostra incluiu trabalhadores de várias Autarquias
Locais, nomeadamente Lisboa, Porto e Braga.
Os resultados confirmam uma relação positiva e estatisticamente significativa entre
Liderança Transformacional e Felicidade no Trabalho, demonstrando que uma liderança
inspiradora e motivadora contribui para o bem-estar e felicidade dos trabalhadores.
Contudo, as variáveis sociodemográficas não apresentaram um efeito moderador
significativo, sugerindo um impacto transversal da Liderança Transformacional entre
diferentes perfis de trabalhadores. Por outro lado, as condições de trabalho, como
remuneração, incentivos e inovação, desempenham um papel moderador, reforçando
esta relação.
Os dados obtidos destacam a Liderança Transformacional como estratégia fundamental
para a criação de um ambiente de trabalho positivo nas Autarquias Locais, com impacto
direto na redução do turnover. Recomenda-se, assim, a implementação de programas
de desenvolvimento de liderança, focados na valorização dos trabalhadores e na criação
de condições de trabalho que promovam o seu bem-estar e felicidade.
This study analyses the influence of Transformational Leadership on Workplace Happiness in the context of Local Authorities in Portugal, assuming that Transformational Leadership can play a decisive role in the well-being and happiness of workers. Beyond the direct relationship between Transformational Leadership and Workplace Happiness, moderating factors were analysed, such as working conditions and sociodemographic characteristics. The investigation followed a quantitative approach, using Logit models to test the formulated hypotheses. The sample included workers from various Local Authorities, namely Lisbon, Porto, and Braga. The results confirm a positive and statistically significant relationship between Transformational Leadership and Workplace Happiness, demonstrating that inspirational and motivating leadership contributes to workers’ well-being and happiness. However, sociodemographic variables did not show a significant moderating effect, suggesting a cross-cutting impact of Transformational Leadership across different working profiles. On the other hand, working conditions, such as remuneration, incentives, and innovation, play a moderating role, reinforcing this relationship. The data obtained highlight Transformational Leadership as a fundamental strategy for creating a positive work environment in Local Authorities, with a direct impact on reducing turnover. It is therefore recommended to implemente leadership development programmes focused on valuing workers and creating working conditions that promote their well-being and happiness.
This study analyses the influence of Transformational Leadership on Workplace Happiness in the context of Local Authorities in Portugal, assuming that Transformational Leadership can play a decisive role in the well-being and happiness of workers. Beyond the direct relationship between Transformational Leadership and Workplace Happiness, moderating factors were analysed, such as working conditions and sociodemographic characteristics. The investigation followed a quantitative approach, using Logit models to test the formulated hypotheses. The sample included workers from various Local Authorities, namely Lisbon, Porto, and Braga. The results confirm a positive and statistically significant relationship between Transformational Leadership and Workplace Happiness, demonstrating that inspirational and motivating leadership contributes to workers’ well-being and happiness. However, sociodemographic variables did not show a significant moderating effect, suggesting a cross-cutting impact of Transformational Leadership across different working profiles. On the other hand, working conditions, such as remuneration, incentives, and innovation, play a moderating role, reinforcing this relationship. The data obtained highlight Transformational Leadership as a fundamental strategy for creating a positive work environment in Local Authorities, with a direct impact on reducing turnover. It is therefore recommended to implemente leadership development programmes focused on valuing workers and creating working conditions that promote their well-being and happiness.