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Efeito da Liderança Tóxica: impacto na satisfação laboral e desempenho
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Advisor(s)
Abstract(s)
Analisando os estudos empíricos, é constatável a falta de informação relativa ao efeito direto de uma Liderança Tóxica.
Posto isto, esta dissertação tem incluídas as variáveis de Satisfação Laboral e Desempenho, de forma a afunilar mais a informação e procurar zonas mais específicas da incisão da Liderança Tóxica.
Procurou-se ir ao cerne de cada uma das variáveis, de modo a deixar em aberto o seu impacto nas conclusões finais.
O estudo contou com a participação de 172 indivíduos com idades compreendidas entre os 18 e os 67 anos, sendo a maioria do sexo feminino com 59.9%.
Recorreu-se às versões portuguesas, traduzidas por Paredes (2020) Toxic Leadership Scale (TLS), de Mónico et al., (2019), Job Sattisfaction Scale, de Santos, Sousa e Gonçalves (2018), do Ten-Item Personality Inventory (TIPI), de Nunes, Limpo, Lima e Castro (2018) e uma versão reduzida da escala de Desempenho de Williams e Anderson (1991).
Os resultados demonstram que apesar da existência de indícios de Liderança Tóxica, não existe um impacto significativo na Satisfação Laboral ou no Desempenho do trabalhador, contrário ao que expectável.
After the analysis of the empirical studies, we can see that there is little information about the effect of a Toxic Leadership. To make this thesis, I have included the variables of Job Satisfaction and Performance to narrow the study and find more specific areas of the incision of Toxic Leadership. The two variables were synthesized to make the result easier to achieve in the Conclusion. The study involved the participation of 172 individuals aged between 18 and 67 years, most females (59.9%). Were used the Portuguese versions, translated by Paredes (2020) of Toxic Leadership Scale (TLS), by Mónico et al., (2019), Job Sattisfaction Scale, by Santos, Sousa and Gonçalves (2018), Ten-Item Personality Inventory (TIPI), by Nunes, Limpo, Lima and Castro (2018) and a short version of the Williams and Anderson Job Performance scale (1991). The results show that despite having traces of Toxic Leadership, there is no significative negative impact on Job Satisfaction or workers Performance.
After the analysis of the empirical studies, we can see that there is little information about the effect of a Toxic Leadership. To make this thesis, I have included the variables of Job Satisfaction and Performance to narrow the study and find more specific areas of the incision of Toxic Leadership. The two variables were synthesized to make the result easier to achieve in the Conclusion. The study involved the participation of 172 individuals aged between 18 and 67 years, most females (59.9%). Were used the Portuguese versions, translated by Paredes (2020) of Toxic Leadership Scale (TLS), by Mónico et al., (2019), Job Sattisfaction Scale, by Santos, Sousa and Gonçalves (2018), Ten-Item Personality Inventory (TIPI), by Nunes, Limpo, Lima and Castro (2018) and a short version of the Williams and Anderson Job Performance scale (1991). The results show that despite having traces of Toxic Leadership, there is no significative negative impact on Job Satisfaction or workers Performance.
Description
Keywords
Liderança Tóxica Satisfação Laboral Desempenho