This research aimed to study the effect of leadership (transformational and transactional) on turnover intentions and whether this relationship is mediated by organisational commitment and moderated by the department of activity. To this end, it was hypothesized that: (1) leadership has a negative and significant association with turnover intentions; (2) leadership has a positive and significant association with affective organisational commitment; (3) organisational commitment has a negative and significant association with turnover intentions; (4) organisational commitment has a mediating effect on the relationship between leadership and turnover intentions; (5) the department to which the employee belongs has a moderating effect on the relationship between leadership and organisational turnover intentions. The sample consists of 477 participants working at the Hospital Professor Doutor Fernando Fonseca (HFF) in Portugal, performing their functions in several departments. This is a quantitative, correlational, and cross-sectional study. The results indicate that transformational leadership has a negative and significant effect on turnover intentions and a positive and significant effect on affective and normative commitment. Transactional leadership negatively and significantly affects all three components of organisational commitment. Affective and normative commitment has a negative and significant effect on turnover intentions. Calculative commitment has a positive and significant effect on turnover intentions. Affective commitment and calculative commitment have a partial mediating effect on the relationship between transformational leadership and organisational turnover intentions. The department to which the employee belongs does not have a moderating effect on the relationship between leadership and turnover intentions. It has been proven that leadership plays an extremely important role in the smooth running of this hospital unit.

Although researchers and managers recognise the tensional nature characterising the dynamics of museums and show a major concern with museums' performance, the lack of studies examining organizational antecedents of performance is potentially limiting the understanding of the process by which top managers promote this key outcome. Drawing on the literature on ambidexterity and transformational leadership, we suggest that the transformational leadership of museums' top managers facilitates the emergence of contextual ambidexterity which, in turn, influences museums' performance. Data collected from a sample of 38 museums, including their top managers and 256 employees, support our hypotheses.

Contextual ambidexterity describes the organizational capacity of being simultaneously able to adapt and change in the face contextual requirements while keeping alignment and predictability. Contextual ambidexterity has been recognized as an appropriate explanation of organizational performance, and its influence has already permeated accounts of public organizations’ dynamics. We join this line of reasoning by suggesting that some specific characteristics of public organizations call for refinement of the contextual ambidexterity concept, and the correspondent evolution in measuring this organizational ability, thus introducing the Contextual Ambidexterity Scale for Public Organizations (CASPO). We suggest going beyond the original measure of alignment and adaptability created by Gibson and Birkinshaw (2004), to include psychological safety, reflexive spaces, and flexibility as sub-dimensions of adaptability and imprinting, rulefollowing and shared vision as sub-dimensions of alignment. On the basis of a sample of civil servants (n=200), we used exploratory factor analysis to identify a six-dimensional solution covering alignment and adaptability. Using another sample of civil servants (n=200), we used confirmatory factor analysis to test CASPO’s construct validity and regression analysis in testing the criterion validity. The results reveal that CASPO shows appropriate metric qualities and that it surpasses Gibson and Birkinshaw’s (2004) scale in predicting both their measure of generic organizational performance and a measure of performance specific for public organizations. This study contributes to the creation of sound measures of relevant concepts explaining the performance of public organizations.

Objective To determine to what extent patient health status and recovery in post-acute care organizations (PACO) is related to patient experience of the discharge process from hospital and to patient experience while staying in these facilities. Design Longitudinal study of patients discharged from hospitals to post-acute care organizations. Setting 12 hospitals and 14 PACO Portuguese organizations. Participants 181 patients participated in the both stages of data gathering. Main Outcome Measures Patients’ physical and mental health status was measured through the SF-36 scale. The experience of transition from hospital to post-acute care organizations was measured with the Care Transition Measure. The Picker Adult In-Patient Questionnaire was used to measure patients’ experience in these organizations. Results Patients reporting better physical condition in post-acute care organizations had a better experience on discharge [b = 0.21, 95% CI (0.10, 0.31)] and perceive fewer problems inside facilities [b = -0.19, 95% CI (-0.31, 0.08)]. The experience in post-acute care organizations is significantly related to patients’ mental health status [b = -0.47, 95% CI (-0.59, -0.36)]. Patients showing higher levels of physical recovery had a better experience on discharge [b = -0.18, 95% CI (0.08, 0.28)], while those registering better mental recovery experienced fewer problems during their stay [b = -0.41, 95% CI (-0.52, -0.30)]. Conclusions PACO play a key role in maintaining and promoting patients’ health and this goal is influenced by their experience both in the transition from hospitals to PACO and while staying in these facilities.

Este artigo é parte da dissertação de mestrado cujo objeto de estudo foi a Avaliação de Desempenho Docente, através de uma análise comparativa entre duas instituições de ensino particular, uma localizada em Portugal e outra no Brasil. A Avaliação de Desempenho Docente é um importante instrumento, para as escolas e para os professores, pois promove o desenvolvimento profissional, a motivação do corpo docente e conduz à reflexão, à melhoria do desempenho dos professores e da qualidade do ensino. Para o efeito foram realizadas entrevistas com professores para investigar o impacto do uso de tecnologias no desempenho docente. A maioria dos entrevistados percebe a importância da tecnologia para suas práticas e, ambas instituições incentivam seu uso por considerarem que facilita o desempenho do professor e a aprendizagem dos alunos.