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Publication
A Influência da Liderança no Employer Branding
| Name: | Description: | Size: | Format: | |
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| 2.77 MB | Adobe PDF |
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Abstract(s)
Este estudo visa fornecer evidências empíricas adicionais sobre o impacto dos tipos de Liderança (Transformacional e Transacional) no Employer Branding, assim como o efeito moderador do setor (Público ou Privado) nesta relação. Para esse fim formulou-se a seguinte questão de investigação: qual o tipo de Liderança, Transformacional ou Transacional, que tem uma associação mais forte com o Employer Branding? Formulou-se ainda as seguintes hipóteses: (1) o setor (público ou privado) tem um efeito moderador na relação entre a Liderança Transformacional e o Employer Branding; (2) O setor (público ou privado) tem um efeito moderador na relação entre a Liderança Transacional e o Employer Branding.
Participaram neste estudo 321 participantes, colaboradores em diferentes organizações de todo o território português. Os resultados revelaram que a associação entre a Liderança Transformacional e o Employer Branding é mais forte do que a associação entre a Liderança Transacional e o Employer Branding. Revelaram ainda que o setor (Público ou Privado) tem um efeito moderador na relação entre a Liderança Transformacional e o Employer Branding, mas o mesmo não acontece na relação entre a Liderança Transacional e o Employer Branding.
This study aims to provide additional empirical evidence on the impact of the types of Leadership (Transformational and Transactional) on Employer Branding, as well as the moderating effect of the sector (Public or Private) in this relationship. The following research question was asked: What is the type of Leadership, Transformational, or Transactional that has a stronger association with Employer Branding? It has also been hypothesized: (1) the sector (public or private) has a moderating effect on the relationship between Transformational Leadership and Employer Branding; (2) The sector (public or private) has a moderating effect on the relationship between Transactional Leadership and Employer Branding. In this study we have a 321 participants, collaborators in different organizations throughout the Portuguese territory. The results revealed that the association between Transformational Leadership and Employer Branding is stronger than the association between Transactional Leadership and Employer Branding. They also revealed that the sector (Public or Private) has a moderating effect on the relationship between Transformational Leadership and Employer Branding, but the same does not happen in the relation between Transactional Leadership and Employer Branding.
This study aims to provide additional empirical evidence on the impact of the types of Leadership (Transformational and Transactional) on Employer Branding, as well as the moderating effect of the sector (Public or Private) in this relationship. The following research question was asked: What is the type of Leadership, Transformational, or Transactional that has a stronger association with Employer Branding? It has also been hypothesized: (1) the sector (public or private) has a moderating effect on the relationship between Transformational Leadership and Employer Branding; (2) The sector (public or private) has a moderating effect on the relationship between Transactional Leadership and Employer Branding. In this study we have a 321 participants, collaborators in different organizations throughout the Portuguese territory. The results revealed that the association between Transformational Leadership and Employer Branding is stronger than the association between Transactional Leadership and Employer Branding. They also revealed that the sector (Public or Private) has a moderating effect on the relationship between Transformational Leadership and Employer Branding, but the same does not happen in the relation between Transactional Leadership and Employer Branding.
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Keywords
Liderança Transformacional Liderança Transacional Employer branding