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Publication
O Efeito Mediador da Liderança Inclusiva na Relação entre a Cultura Organizacional e a Reação à Diversidade
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| 6.12 MB | Adobe PDF |
Advisor(s)
Abstract(s)
Nos últimos anos, os investigadores têm demonstrado a sua preocupação com as questões relacionadas com a Diversidade, a Inclusão, a Liderança e a Cultura nas Organizações, o que implica repensar a forma como as organizações consideram a articulação entre estas variáveis. De acordo com este contexto, pretendeu-se aferir de que forma a cultura organizacional influencia a reação à diversidade e qual o impacto da liderança inclusiva nesta relação. Assim, os objetivos deste estudo foram avaliar de que forma a cultura organizacional influencia a reação à diversidade, identificar quais os aspetos da cultura organizacional que são mais eficazes para promover práticas de liderança inclusiva e analisar como é que a liderança inclusiva medeia a relação entre a cultura organizacional e a aceitação da diversidade pelos colaboradores. Para a realização deste estudo, foi aplicado um questionário junto de uma amostra não probabilística por conveniência. A amostra foi constituída por 282 participantes, maioritariamente do sexo feminino, de nacionalidade angolana e inseridos em organizações do setor público. Os dados foram analisados através de testes estatísticos descritivos e inferenciais, incluindo análises de variância, testes t de comparação de médias e análise de mediação com recurso ao modelo PROCESS. As variáveis principais estudadas foram: cultura organizacional (com enfoque nas culturas adocrática, de clã, de mercado e burocrática), liderança inclusiva e reação à diversidade (positiva e negativa). Os resultados evidenciaram que determinadas culturas organizacionais, nomeadamente a adocrática e a de clã, se associam de forma significativa a uma reação mais positiva face à diversidade, enquanto a cultura burocrática apresentou associações menos consistentes. Verificou-se ainda que estas culturas mais orientadas para a colaboração, inovação e desenvolvimento favorecem práticas de liderança inclusiva. No que se refere à mediação, a liderança inclusiva revelou-se mediadora em algumas das relações entre cultura organizacional e reação positiva à diversidade, mas não em todas. Na reação negativa à diversidade, a mediação da liderança foi, em geral, não significativa. Este estudo contribui para o aprofundamento teórico das relações entre cultura organizacional, liderança inclusiva e diversidade, oferecendo pistas para futuras investigações e propostas para práticas organizacionais mais eficazes na promoção de ambientes inclusivos e favoráveis à valorização da diversidade.
In recent years, researchers have shown their concern with issues related to Diversity, Inclusion, Leadership and Culture in Organizations, which implies rethinking the way organizations consider the articulation between these variables. According to this context, we intended to evaluate how organizational culture influences the reaction to diversity and what is the impact of inclusive leadership in this relationship. Thus, the objectives of this study were to evaluate how organizational culture influences the reaction to diversity, identify which aspects of organizational culture are most effective in promoting inclusive leadership practices and analyze how inclusive leadership mediates the relationship between organizational culture and acceptance of diversity by employees. To carry out this study, a questionnaire was applied to a non-probabilistic convenience sample. The sample consisted of 282 participants, mostly female, of Angolan nationality and inserted in public sector organizations. The data were analyzed through descriptive and inferential statistical tests, including analysis of variance, t-tests for comparison of means and mediation analysis using the PROCESS model. The main variables studied were: organizational culture (focusing on adhocratic, clan, market and bureaucratic cultures), inclusive leadership and reaction to diversity (positive and negative). The results showed that certain organizational cultures, notably adhocratic and clan cultures, are significantly associated with a more positive reaction to diversity, while bureaucratic culture showed less consistent associations. It was also found that these cultures more oriented towards collaboration, innovation and development favor inclusive leadership practices. Regarding mediation, inclusive leadership was shown to mediate in some of the relationships between organizational culture and positive reaction to diversity, but not in all. In the negative reaction to diversity, leadership mediation was generally insignificant. This study contributes to the theoretical deepening of the relationships between organizational culture, inclusive leadership and diversity, offering clues for future research and proposals for more effective organizational practices in promoting inclusive environments that favor the appreciation of diversity.
In recent years, researchers have shown their concern with issues related to Diversity, Inclusion, Leadership and Culture in Organizations, which implies rethinking the way organizations consider the articulation between these variables. According to this context, we intended to evaluate how organizational culture influences the reaction to diversity and what is the impact of inclusive leadership in this relationship. Thus, the objectives of this study were to evaluate how organizational culture influences the reaction to diversity, identify which aspects of organizational culture are most effective in promoting inclusive leadership practices and analyze how inclusive leadership mediates the relationship between organizational culture and acceptance of diversity by employees. To carry out this study, a questionnaire was applied to a non-probabilistic convenience sample. The sample consisted of 282 participants, mostly female, of Angolan nationality and inserted in public sector organizations. The data were analyzed through descriptive and inferential statistical tests, including analysis of variance, t-tests for comparison of means and mediation analysis using the PROCESS model. The main variables studied were: organizational culture (focusing on adhocratic, clan, market and bureaucratic cultures), inclusive leadership and reaction to diversity (positive and negative). The results showed that certain organizational cultures, notably adhocratic and clan cultures, are significantly associated with a more positive reaction to diversity, while bureaucratic culture showed less consistent associations. It was also found that these cultures more oriented towards collaboration, innovation and development favor inclusive leadership practices. Regarding mediation, inclusive leadership was shown to mediate in some of the relationships between organizational culture and positive reaction to diversity, but not in all. In the negative reaction to diversity, leadership mediation was generally insignificant. This study contributes to the theoretical deepening of the relationships between organizational culture, inclusive leadership and diversity, offering clues for future research and proposals for more effective organizational practices in promoting inclusive environments that favor the appreciation of diversity.
Description
Keywords
Diversidade Liderança Inclusiva Cultura Organizacional Reação à Diversidade