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O presente trabalho de investigação analisa os processos da liderança num contexto de inovação e transformação (CIT), dentro do conceito da Força Terrestre de Próxima Geração (FTPG), sabendo que os militares que prestam serviço no Exército Português (EP), serão aqueles que terão de estar preparados para combater no ambiente operacional futuro (AOF). A investigação explora como a liderança coletiva (LC) pode responder eficazmente aos desafios impostos por este ambiente, num CIT, nomeadamente, pela necessidade de inovação e integração de tecnologias emergentes no ambiente militar, através da distribuição dos papéis de liderança e das respetivas responsabilidades. Recorre-se a uma metodologia qualitativa, combinando análise documental e entrevistas semiestruturadas, seguindo um modelo de comportamento organizacional (CO) de Robbins e Judge (2024), com o objetivo de propor linhas de ação que possam fortalecer a liderança, que se pretende coletiva, neste contexto. Os resultados demonstram que a eficácia da liderança coletiva na FTPG depende da capacidade dos líderes fomentarem redes colaborativas, da distribuição dos papéis e responsabilidades, da sua inteligência emocional, da adaptabilidade contínua, da criação de um ambiente psicologicamente seguro que promova o pensamento divergente, a confiança, a autonomia, e que motive os subordinados a adotar comportamentos de compromisso e envolvimento na organização.
The present research analyses leadership processes within a context of innovation and transformation, framed by the concept of the Next Generation Land Force (NGLF), acknowledging that the soldiers serving in the Portuguese Army must be prepared to operate in future operational environments. The study explores how collective leadership can effectively address the challenges posed by this environment of innovation and transformation, particularly through the need for innovation and integration of emerging technologies in the military domain, by distributing leadership roles and respective responsibilities. A qualitative methodology is employed, combining documental analysis and semi-structured interviews, following the organizational behavior model of Robbins & Judge (2024), with the aim of proposing lines of action to strengthen leadership —specifically, collective leadership — in this context. The findings demonstrate that the effectiveness of collective leadership within a NGLF depends on leaders' ability to foster collaborative networks, distribute roles and responsibilities, its emotional intelligence, ensure continuous adaptability, and create a psychologically safe environment that encourages divergent thinking, trust, autonomy, and motivates subordinates to adopt committed behaviors and engagement within the organization.
The present research analyses leadership processes within a context of innovation and transformation, framed by the concept of the Next Generation Land Force (NGLF), acknowledging that the soldiers serving in the Portuguese Army must be prepared to operate in future operational environments. The study explores how collective leadership can effectively address the challenges posed by this environment of innovation and transformation, particularly through the need for innovation and integration of emerging technologies in the military domain, by distributing leadership roles and respective responsibilities. A qualitative methodology is employed, combining documental analysis and semi-structured interviews, following the organizational behavior model of Robbins & Judge (2024), with the aim of proposing lines of action to strengthen leadership —specifically, collective leadership — in this context. The findings demonstrate that the effectiveness of collective leadership within a NGLF depends on leaders' ability to foster collaborative networks, distribute roles and responsibilities, its emotional intelligence, ensure continuous adaptability, and create a psychologically safe environment that encourages divergent thinking, trust, autonomy, and motivates subordinates to adopt committed behaviors and engagement within the organization.
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IUM
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Without CC licence