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Liderança em instituições particulares de solidariedade social: estudo de caso na UMNSC
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Numa altura que as IPSS são cada vez mais importantes para a sociedade, esta dissertação procura contribuir com uma análise das práticas de liderança adotadas, especificamente na UMNSC, e a sua relação com os objetivos sociais. Com um foco nas práticas de liderança transformacionais e transacionais, a pesquisa utiliza uma metodologia qualitativa, baseada em entrevistas semiestruturadas realizadas com os diretores de diferentes valências da organização. A observação participante e a análise documental complementam os dados já que proporcionam uma perspetiva mais profunda e contextualizada das dinâmicas de liderança na instituição. Os resultados obtidos apontam para uma predominância de práticas transformacionais, como a promoção de uma visão e missão coletivas da instituição, de forma a motivar e incentivar os colaboradores a conseguirem atingir os objetivos sociais da organização. As práticas transacionais também estão presentes de forma a complementar e a reforçar a estabilidade e o alinhamento dos colaboradores com os objetivos sociais. Conclui-se que a combinação destes estilos potencia uma liderança mais adaptada às especificidades do contexto das IPSS, o que contribui para um ambiente de trabalho mais colaborativo e positivo. Assim, esta dissertação sugere que os líderes das IPSS devem usar as abordagens transacionais e transformacionais de forma a complementar para conseguirem lidar com os desafios sociais e organizacionais das instituições.
At a time when IPSS are increasingly important to society, this dissertation aims to contribute by analyzing the leadership practices adopted, specifically at UMNSC, and their relationship with social objectives. Focusing on transformational and transactional leadership practices, the research employs a qualitative methodology based on semi-structured interviews conducted with directors from various departments within the organization. Participant observation and document analysis complement the data, providing a deeper and more contextualized perspective on leadership dynamics within the institution. The results indicate a predominance of transformational practices, such as promoting a collective vision and mission for the institution, with the goal of motivating and encouraging employees to achieve the organization’s social objectives. Transactional practices are also present, complementing and reinforcing employee stability and alignment with these social goals. The findings suggest that the combination of these leadership styles fosters an approach more suited to the specific context of non-profit organizations, contributing to a more collaborative and positive work environment. Thus, this dissertation suggests that leaders within non-profit organizations should adopt both transactional and transformational approaches in a complementary manner to effectively address the social and organizational challenges faced by these institutions.
At a time when IPSS are increasingly important to society, this dissertation aims to contribute by analyzing the leadership practices adopted, specifically at UMNSC, and their relationship with social objectives. Focusing on transformational and transactional leadership practices, the research employs a qualitative methodology based on semi-structured interviews conducted with directors from various departments within the organization. Participant observation and document analysis complement the data, providing a deeper and more contextualized perspective on leadership dynamics within the institution. The results indicate a predominance of transformational practices, such as promoting a collective vision and mission for the institution, with the goal of motivating and encouraging employees to achieve the organization’s social objectives. Transactional practices are also present, complementing and reinforcing employee stability and alignment with these social goals. The findings suggest that the combination of these leadership styles fosters an approach more suited to the specific context of non-profit organizations, contributing to a more collaborative and positive work environment. Thus, this dissertation suggests that leaders within non-profit organizations should adopt both transactional and transformational approaches in a complementary manner to effectively address the social and organizational challenges faced by these institutions.
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Keywords
IPSS UMNSC Liderança Práticas de liderança