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Estudo sobre liderança numa unidade pública de saúde
| Name: | Description: | Size: | Format: | |
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| 2.11 MB | Adobe PDF |
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Abstract(s)
A liderança constitui um elemento determinante para o desempenho e a coesão das organizações, assumindo especial importância nas instituições de saúde, onde a eficácia das equipas depende da motivação e da cooperação entre profissionais. Este estudo tem como objetivo compreender o estilo de liderança predominante numa instituição pública hospitalar portuguesa, analisando as perceções de líderes e liderados sobre os comportamentos de liderança e o seu impacto nos resultados da liderança — satisfação, eficácia e esforço extra. A problemática centra-se na identificação de eventuais diferenças nas perceções de ambos os grupos e no impacto do estilo adotado, à luz do modelo Full Range of Leadership (FRL) de Bass e Avolio (1994), que distingue os estilos transformacional, transacional e laissez-faire. Adotou-se uma abordagem quantitativa, utilizando o Multifactor Leadership Questionnaire (MLQ) como instrumento de recolha de dados. A amostra, composta por líderes e liderados da instituição em estudo, respondeu a um questionário estruturado cujos dados foram tratados com recurso à estatística descritiva. Os resultados revelaram que o estilo transformacional foi o mais frequentemente identificado por ambos os grupos, seguido do transacional e, por último, do laissez-faire. Verificaram-se, contudo, diferenças nas intensidades atribuídas: os liderados identificaram mais comportamentos transacionais e laissez-faire do que os líderes. As análises confirmaram que o estilo transformacional tem um impacto positivo na satisfação, eficácia e esforço extra e o laissez-faire impacto negativo. Quanto ao estilo transacional não foi possível realizar interpretações, uma vez que os modelos não apresentaram evidência estatística significativa. Conclui-se que a liderança transformacional se mantém como o estilo mais eficaz para promover motivação e desempenho em contextos de saúde.
Leadership is a determining factor for organisational performance and cohesion, assuming particular importance in healthcare institutions, where team effectiveness depends on motivation and cooperation among professionals. This study aims to understand the predominant leadership style in a Portuguese public hospital, analysing leaders’ and followers’ perceptions of leadership behaviours and their impact on leadership outcomes — satisfaction, effectiveness, and extra effort. The research problem of this dissertation concerns the different perceptions of leadership style between leaders and followers, identifying potential differences between both groups and assessing the impact of the adopted style, based on Bass and Avolio’s (1994) Full Range of Leadership (FRL) model, which distinguishes transformational, transactional, and laissez-faire leadership styles. A quantitative approach was adopted, using the Multifactor Leadership Questionnaire (MLQ) as the data collection instrument. The sample, composed of leaders and followers from the institution under study, responded to a structured questionnaire, and the data were processed using descriptive and inferential statistics. The results revealed that the transformational style was the most frequently identified by both groups, followed by the transactional and, lastly, the laissez-faire style. However, differences in perceived intensity were observed: followers identified more transactional and laissez-faire behaviours than leaders. The analyses confirmed that the transformational leadership style has a positive impact on satisfaction, effectiveness, and extra effort, whereas the laissez-faire style shows a negative impact. Regarding the transactional style, it was not possible to draw any interpretations, because the models did not show statistically significant results. It is concluded that transformational leadership remains the most effective style for promoting motivation and performance in healthcare contexts.
Leadership is a determining factor for organisational performance and cohesion, assuming particular importance in healthcare institutions, where team effectiveness depends on motivation and cooperation among professionals. This study aims to understand the predominant leadership style in a Portuguese public hospital, analysing leaders’ and followers’ perceptions of leadership behaviours and their impact on leadership outcomes — satisfaction, effectiveness, and extra effort. The research problem of this dissertation concerns the different perceptions of leadership style between leaders and followers, identifying potential differences between both groups and assessing the impact of the adopted style, based on Bass and Avolio’s (1994) Full Range of Leadership (FRL) model, which distinguishes transformational, transactional, and laissez-faire leadership styles. A quantitative approach was adopted, using the Multifactor Leadership Questionnaire (MLQ) as the data collection instrument. The sample, composed of leaders and followers from the institution under study, responded to a structured questionnaire, and the data were processed using descriptive and inferential statistics. The results revealed that the transformational style was the most frequently identified by both groups, followed by the transactional and, lastly, the laissez-faire style. However, differences in perceived intensity were observed: followers identified more transactional and laissez-faire behaviours than leaders. The analyses confirmed that the transformational leadership style has a positive impact on satisfaction, effectiveness, and extra effort, whereas the laissez-faire style shows a negative impact. Regarding the transactional style, it was not possible to draw any interpretations, because the models did not show statistically significant results. It is concluded that transformational leadership remains the most effective style for promoting motivation and performance in healthcare contexts.
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Keywords
Liderança Hospital Público Saúde Leadership Public Health