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Publication
O Impacto da Liderança Tóxica no Engagement
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| 1.12 MB | Adobe PDF |
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Abstract(s)
O presente estudo tem como objetivo analisar e determinar a relação existente entre a Liderança Tóxica e o Engagement e, com esse intuito, foi idealizada a seguinte questão de investigação: Quais os efeitos que gera uma Liderança Tóxica no Engagement dos trabalhadores? Assim, foram criadas três hipóteses, em que se pretende confirmar qual o impacto da Liderança Tóxica tem nas três dimensões que compõem o Engagement: H1, a Liderança Tóxica afeta negativamente o Vigor; H2, a Liderança Tóxica afeta negativamente a Absorção; e H3, a Liderança Tóxica afeta negativamente a Dedicação. Neste estudo participaram 152 indivíduos, todos empregados e a laborar sob liderança direta de um superior, em que foi aplicado um questionário, composto por duas escalas, a escala que mede a Liderança Tóxica, composta por 35 itens, e a escala que mede o Engagement, composta por 21 itens. Após três regressões lineares, uma para cada hipótese, conseguiu-se comprovar que comportamentos associados à Liderança Tóxica produzem um efeito negativo nas dimensões do Engagement.
The present study has the purpose of analysing and determine the existing relation between Toxic Leadership and Engagement and, for that purpose, we created the following investigation question: What are the effects that a Toxic Leadership has on employee Engagement? We then made three hypotheses, in which we pretended to confirm what is the impact that a Toxic Leadership has on the three dimensions that are part of the Engagement: H1, Toxic Leadership impacts Vigour negatively; H2, Toxic Leadership impacts Absorption negatively; and H3, Toxic Leadership impacts Dedication negatively. We had 152 participants in this study, all employed and working under direct leadership of superiors, and on who we applied a questionnaire, made up by two instruments, the on that measures Toxic Leadership, composed by 35 items, and the one that measures Engagement, composed by 21 items. After three linear regressions, one for each hypothesis, we managed to confirm that behaviours associated to Toxic Leadership produce a negative effect on the dimensions that constitute Engagement.
The present study has the purpose of analysing and determine the existing relation between Toxic Leadership and Engagement and, for that purpose, we created the following investigation question: What are the effects that a Toxic Leadership has on employee Engagement? We then made three hypotheses, in which we pretended to confirm what is the impact that a Toxic Leadership has on the three dimensions that are part of the Engagement: H1, Toxic Leadership impacts Vigour negatively; H2, Toxic Leadership impacts Absorption negatively; and H3, Toxic Leadership impacts Dedication negatively. We had 152 participants in this study, all employed and working under direct leadership of superiors, and on who we applied a questionnaire, made up by two instruments, the on that measures Toxic Leadership, composed by 35 items, and the one that measures Engagement, composed by 21 items. After three linear regressions, one for each hypothesis, we managed to confirm that behaviours associated to Toxic Leadership produce a negative effect on the dimensions that constitute Engagement.
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Keywords
Liderança Tóxica Engagement Liderança Comportamento Líder