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O papel da liderança em equipas multigeracionais: a perspetiva de colaboradores de diferentes gerações
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O presente estudo analisa o papel da liderança em equipas multigeracionais, num contexto organizacional em que coexistem colaboradores das gerações Baby Boomers, X, Y e Z. A problemática deste estudo é compreender de que forma a liderança responde aos desafios da diversidade geracional, segundo a perspetiva dos colaboradores. O objetivo geral consiste em analisar as perceções dos colaboradores de diferentes gerações sobre a liderança em equipas multigeracionais. Adotou-se para isso uma abordagem qualitativa, de natureza exploratória, assente no paradigma interpretativo. Os dados foram recolhidos através de entrevistas semiestruturadas a colaboradores de diferentes gerações, setores de atividade e vínculos laborais. Estes dados foram posteriormente tratados com recurso à análise de conteúdo, apoiada em processos de codificação e categorização temática, até atingir a saturação empírica. As fontes de informação incluíram literatura científica, nomeadamente artigos académicos, dissertações e relatórios de investigação, que permitiram construir o enquadramento teórico sobre gerações, equipas e estilos de liderança. Os resultados evidenciam que a diversidade geracional pode constituir simultaneamente uma oportunidade e um desafio. Do ponto de vista dos colaboradores, a liderança eficaz em equipas multigeracionais exige competências emocionais, relacionais e adaptativas, nomeadamente inteligência emocional, empatia e flexibilidade, que favoreçam a inclusão, a colaboração e o fortalecimento das relações interpessoais. Conclui-se que líderes capazes de gerir esta diversidade transformam-na numa vantagem competitiva para as organizações, potenciando o desempenho coletivo e um clima de trabalho mais inovador e inclusivo.
This study examines the role of leadership in multigenerational teams, within organizational contexts where employees from different generations – Baby Boomers, X, Y and Z - coexist. The research problem focuses on understanding how leadership responds to the challenges created by generational diversity, from the employees’ perspective. The general objective is to analyze the perceptions of employees from different generations regarding leadership in multigenerational teams. A qualitative, exploratory approach was adopted, grounded in the interpretive paradigm. Data were collected through semi-structured interviews with employees from different generations, sectors of activity and contractual arrangements. The information was later processed through content analysis, using coding and thematic categorization until empirical saturation was reached. The sources of information included scientific literature, namely academic articles, dissertations and research reports, which contributed to building the theoretical framework on generations, teams and leadership styles. The results show that generational diversity can represent both an opportunity and a challenge. From the employees’ point of view, effective leadership in multigenerational teams requires emotional, relational and adaptive skills, such as emotional intelligence, empathy and flexibility, which foster inclusion, collaboration and stronger interpersonal relationships. The study concludes that leaders who can manage this diversity transform it into a competitive advantage for organizations, enhancing collective performance and creating a more innovative and inclusive work environment.
This study examines the role of leadership in multigenerational teams, within organizational contexts where employees from different generations – Baby Boomers, X, Y and Z - coexist. The research problem focuses on understanding how leadership responds to the challenges created by generational diversity, from the employees’ perspective. The general objective is to analyze the perceptions of employees from different generations regarding leadership in multigenerational teams. A qualitative, exploratory approach was adopted, grounded in the interpretive paradigm. Data were collected through semi-structured interviews with employees from different generations, sectors of activity and contractual arrangements. The information was later processed through content analysis, using coding and thematic categorization until empirical saturation was reached. The sources of information included scientific literature, namely academic articles, dissertations and research reports, which contributed to building the theoretical framework on generations, teams and leadership styles. The results show that generational diversity can represent both an opportunity and a challenge. From the employees’ point of view, effective leadership in multigenerational teams requires emotional, relational and adaptive skills, such as emotional intelligence, empathy and flexibility, which foster inclusion, collaboration and stronger interpersonal relationships. The study concludes that leaders who can manage this diversity transform it into a competitive advantage for organizations, enhancing collective performance and creating a more innovative and inclusive work environment.
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Liderança Equipas multigeracionais Diversidade geracional Recursos Humanos Leadership Generational diversity Human resources