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Caraterização dos comportamentos de Liderança e estilos de Comunicação dos Oficiais Subalternos e Capitães de Infantaria e a sua influência no esforço estraordinário, Satisfação e Eficácia
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Abstract(s)
Este trabalho tem por objectivo analisar e interrelacionar os comportamentos de liderança e os estilos de comunicação exigidos aos Oficiais Subalternos e Capitães de Infantaria nas suas tarefas diárias de comando para influenciar os subordinados a obter desempenhos extraordinários, eficácia e satisfação. Para o estudo foi implementado um inquérito constituído por um questionário de competências da liderança e três fatores critério (esforço extraordinário, eficácia e satisfação) e um questionário de estilos de comunicação aos militares das Unidades de Infantaria. Este inquérito, foi aplicado a uma amostra de 819 militares (15 Capitães, 30
Oficiais Subalternos, 81 Sargentos e 693 Praças). Do estudo conclui-se que os subordinados percecionam que os seus comandantes (Oficias Subalternos e Capitães) praticam comportamentos de liderança essencialmente orientados para as tarefas, nomeadamente na “orientação para a missão pelo exemplo e ética” e a “tomada de decisão e planeamento”. Os comportamentos praticados pelos Oficiais relacionam-se positiva e fortemente com o estilo de comunicação “assertivo”.
Ainda, todos os comportamentos de liderança dos Oficiais estão fortemente associadas aos
fatores critério, com exceção para a dimensão de liderança “visão do ambiente externo e interno” que apresenta correlações mais fracas. As dimensões de liderança que os Capitães podem praticar para promover a satisfação é a “gestão de conflitos” e a “liderança Participativa e envolvimento”. Dos resultados conclui-se que dos estilos de comunicação, os Oficiais têm uma comunicação assertiva, a qual compreende uma comunicação direta, promovendo a liberdade de opiniões sem interferir com os outros. Os Oficiais devem usar a comunicação assertiva para influenciar os subordinados a obter desempenhos superiores e satisfação.
Abstract The aim of this Applied Research Project is to analyze and relate the leadership behaviors and communication styles required of infantry junior officers and captains in their daily command tasks, in order to influence their subordinates to achieve extraordinary performances, effectiveness and satisfaction. For this study, a survey was implemented comprising two questionnaires: one on leadership skills including three criterion factors (extraordinary effort, effectiveness and satisfaction), and one on communication styles. The survey was administered to a sample of 819 soldiers (15 Captain Officers, 30 Junior Officers, 81 Sergeants and 693 privates and corporals). The analysis of the data revealed that subordinates perceive that their commanders (Junior and Captain Officers) practice task oriented leadership behaviors, particularly on “orientation to the mission through the example, ethics and determination” and “decision making and planning”. The behaviors exhibited by the officers strongly and positively relate with the “assertive” communication style. Moreover, all leadership behaviors practiced by the officers are strongly associated to the criterion factors, with the exception of the leadership dimension “vision and external and internal environment”, which presents weaker correlations. The leadership dimensions that Captains can conduct to promote satisfaction is “conflict management” and “participative leadership and commitment”. (In order to promote satisfaction among their subordinates, Captains should rely on the leadership dimensions "conflict management" and "participative leadership and involvement".) Based on the results, we may conclude that, of the communication styles, officers have an assertive communication, which comprises a direct communication, promoting freedom of opinion without interfering with the others. Officers must use an assertive communication in order to influence their subordinates to obtain superior performance and satisfaction.
Abstract The aim of this Applied Research Project is to analyze and relate the leadership behaviors and communication styles required of infantry junior officers and captains in their daily command tasks, in order to influence their subordinates to achieve extraordinary performances, effectiveness and satisfaction. For this study, a survey was implemented comprising two questionnaires: one on leadership skills including three criterion factors (extraordinary effort, effectiveness and satisfaction), and one on communication styles. The survey was administered to a sample of 819 soldiers (15 Captain Officers, 30 Junior Officers, 81 Sergeants and 693 privates and corporals). The analysis of the data revealed that subordinates perceive that their commanders (Junior and Captain Officers) practice task oriented leadership behaviors, particularly on “orientation to the mission through the example, ethics and determination” and “decision making and planning”. The behaviors exhibited by the officers strongly and positively relate with the “assertive” communication style. Moreover, all leadership behaviors practiced by the officers are strongly associated to the criterion factors, with the exception of the leadership dimension “vision and external and internal environment”, which presents weaker correlations. The leadership dimensions that Captains can conduct to promote satisfaction is “conflict management” and “participative leadership and commitment”. (In order to promote satisfaction among their subordinates, Captains should rely on the leadership dimensions "conflict management" and "participative leadership and involvement".) Based on the results, we may conclude that, of the communication styles, officers have an assertive communication, which comprises a direct communication, promoting freedom of opinion without interfering with the others. Officers must use an assertive communication in order to influence their subordinates to obtain superior performance and satisfaction.
Description
Keywords
Liderança Comunicação Fatores critério Contexto militar Infantaria
Citation
Publisher
Academia Militar. Direção de Ensino