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Publication
O Impacto da Liderança Tóxica, Transformacional e Servidora na Saúde Mental dos Colaboradores
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| 5.36 MB | Adobe PDF |
Advisor(s)
Abstract(s)
Esta dissertação insere-se no âmbito dos estudos organizacionais, tendo como finalidade compreender de que modo diferentes estilos de liderança influenciam a saúde mental dos colaboradores. Numa realidade laboral marcada por crescentes exigências e desafios emocionais, torna-se essencial analisar o impacto da liderança tóxica, transformacional e servidora na saúde mental dos colaboradores. Para tal, recorreu-se a uma metodologia mista, integrando-se uma componente quantitativa e uma qualitativa, de forma a obter uma visão mais completa da temática. Foram aplicadas escalas validadas, nomeadamente a Toxic Leadership Scale (Schmidt, 2008), o Multifactor Leadership Questionnaire (Avolio & Bass, 2004), a servant Leadership Scale (Liden et al., 2008) e a Depression Anxiety Stress Scale (DASS-21) de Henry e Crawford (2005) que consiste em 21 itens, com base na escala original de Lovibond e Lovibond (1995) com 42 itens, a uma amostra não probabilística por conveniência, composta por 254 participantes (n=254) de diferentes setores de atividade, idades e nacionalidades. De forma global, os resultados confirmam parcialmente a hipótese 1 e a hipótese 2 e não confirmam a hipótese 3 e a hipótese 4. A liderança tóxica mostrou ser a que tem maior impacto, mostrando ser um tipo de liderança com muita influência. Conclui-se que as organizações devem adotar estilos de liderança personalizados, capazes de aliar desempenho e saúde mental para diferentes tipos de personalidade, visões de mundo e formas de trabalhar, de modo a promover ambientes de trabalho mais saudáveis, equilibrados e sustentáveis individualmente e coletivamente.
This dissertation falls within the scope of organizational studies and aims to understand how different leadership styles influence employees' mental health. In a workplace marked by increasing demands and emotional challenges, it is essential to analyze the impact of toxic, transformational, and servant leadership on employees' mental health. To this end, a mixed methodology was used, integrating a quantitative and qualitative component, to obtain a more comprehensive understanding of the topic. Validated scales, namely the Toxic Leadership Scale (Schmidt, 2008), the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Servant Leadership Scale (Liden et al., 2008), and the Henry and Crawford (2005) Depression Anxiety Stress Scale (DASS 21), which consists of 21 items, based on the original Lovibond and Lovibond (1995) scale with 42 items, were applied to a non-probability convenience sample of 254 participants (n=254) from different sectors of activity, ages, and nationalities. Overall, the results partially confirm hypotheses 1 and 2 and do not confirm hypotheses 3 and 4. Toxic leadership proved to be the one with the greatest impact, proving to be a highly influential type of leadership. It is concluded that organizations must adopt personalized leadership styles, capable of combining performance and mental health for different personality types, worldviews, and ways of working, in order to promote healthier, more balanced, and sustainable work environments individually and collectively.
This dissertation falls within the scope of organizational studies and aims to understand how different leadership styles influence employees' mental health. In a workplace marked by increasing demands and emotional challenges, it is essential to analyze the impact of toxic, transformational, and servant leadership on employees' mental health. To this end, a mixed methodology was used, integrating a quantitative and qualitative component, to obtain a more comprehensive understanding of the topic. Validated scales, namely the Toxic Leadership Scale (Schmidt, 2008), the Multifactor Leadership Questionnaire (Avolio & Bass, 2004), the Servant Leadership Scale (Liden et al., 2008), and the Henry and Crawford (2005) Depression Anxiety Stress Scale (DASS 21), which consists of 21 items, based on the original Lovibond and Lovibond (1995) scale with 42 items, were applied to a non-probability convenience sample of 254 participants (n=254) from different sectors of activity, ages, and nationalities. Overall, the results partially confirm hypotheses 1 and 2 and do not confirm hypotheses 3 and 4. Toxic leadership proved to be the one with the greatest impact, proving to be a highly influential type of leadership. It is concluded that organizations must adopt personalized leadership styles, capable of combining performance and mental health for different personality types, worldviews, and ways of working, in order to promote healthier, more balanced, and sustainable work environments individually and collectively.
Description
Keywords
Liderança tóxica Liderança transformacional Liderança servidora Saúde mental no trabalho Bem-estar organizacional