Em busca de uma abordagem não atomizada para o exame das relações entre liderança transformacional e comprometimento organizacional

Maciel, Cristiano; Reinert, Maurí­cio

doi:10.5700/rausp1105

Cited by 9 publications

(8 citation statements)

References 24 publications

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“…This reduction in the level of commitment may be related to the respondents' profile, but also to the change of leadership in 2013 and reflected here in the data. Bergamini (2002), Marques, Medeiros, France and Ribeiro (2007), Ragu-Nathan et al (2008), Maciel and Nascimento (2012), and Zanini, Santos and Lima (2015) described leadership impacts and relationships on organizational commitment, and failure to recognize a positive leadership profile can lead to reduced levels of commitment.…”

Section: Resultsmentioning

confidence: 99%

“…This may be related to the change of management occurred in the period and with the consequent change of administration, a fact assessed negatively by the participants. This line of thought, which associates the commitment to leadership, was highlighted in the work of Bergamini (2002) and Marques, Medeiros, França and Ribeiro (2007), Maciel and Nascimento (2012) and Zanini, Santos and Lima (2000) in Brazilian studies, as well as those of Thatcher, Stepina and Boyle (2002), Ragu-Nathan et al (2008), Riggle, Edmondson and Hansen (2009). This may also indicate a need for ongoing evaluation through constant concern about how to lead an organization, as the impacts on reducing commitment can have disastrous consequences for both the organization itself and the service delivery.…”

Section: Interpersonal Relationship and Communication 21 32mentioning

confidence: 99%

“…Empirical tests were carried out in the other studies; however, Marques, Medeiros, França and Ribeiro (2007) did not obtain conclusive results of this relationship, differently from Maciel and Nascimento (2012) and Zanini, Santos, and Lima (2015).…”

Section: Theoretical Referencementioning

confidence: 99%

“…The studies deal with construct diagnoses in organizations (Schmidt & Pinheiro, 2003;Moraes & Costa, 2007;Yoshitake, Fraga, Torres, & Passos, 2009;Botelho & Paiva, 2010;Roman, Stefano, Andrade, & Zampier, 2012;Paiva, La Falce, & de Muylder, 2013;Soares & Fleck, 2014), investigations of construct relationship with consumer behavior and marketing strategies (Prado & Santos, 2007;Ferreira & HorMeyll, 2012;Alves, Terris, & Santos, 2013), relationship with leadership (Bergamini, 2002;Marques, Medeiros, França, & Ribeiro, 2007;Maciel & Nascimento, 2012;Zanini, Santos, & Lima, 2015, Thatcher, Stepina, & Boyle, 2002Riggle, Edmondson, & Hansen, 2009), the relationship with organizational learning (Varga, Birrer, & Minello, 2012;Caprioli & Araújo, 2016), relationship with organizational performance (Valadares, Lima, 2007, Thatcher, Stepina, & Boyle, 2002Riggle, Edmondson & Silva, 2009;Scheible & Bastos, 2007;Reis Neto, Kilimnik, Melo, & Theotônio, 2012), among other connections.…”

Section: Introductionmentioning

confidence: 99%

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Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Falce

Paiva

Muÿlder

et al. 2017

RAM, Rev. Adm. Mackenzie

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Este artigo pode ser copiado, distribuído, exibido, transmitido ou adaptado desde que citados, de forma clara e explícita, o nome da revista, a edição, o ano e as páginas nas quais o artigo foi publicado originalmente, mas sem sugerir que a RAM endosse a reutilização do artigo. Esse termo de licenciamento deve ser explicitado para os casos de reutilização ou distribuição para terceiros. Não é permitido o uso para fins comerciais. JEFFERsoN lopEs la FalCEUniversidade FUMEC, Belo Horizonte -MG -Brazil. KElY CÉsaR MaRTINs DE paIVaUniversidade Federal de Minas Gerais (UFMG), Belo Horizonte -MG -Brazil. CRIsTIaNa FERNaNDEs DE MuYlDERUniversidade FUMEC, Belo Horizonte -MG -Brazil. MaRTa MaRIa Dos saNTos MoRaIs10.1590/1678-69712017/administracao.v18n6p124-148 Submission: May 5, 2017. acceptance: aug. 2, 2017. Evaluation system: double-blind review. universidade presbiteriana Mackenzie (upM). silvio popadiuk (Editor-in-chief), Fabiano larentis (associate editor), p. 124-148.Organizational Commitment: longitudinal study in a public higher-education organization originality/value: Although the study of commitment is frequent in academia when a national article base (Spell) and another international study (Scopus) were found, no longitudinal study was found. In this direction, monitoring the commitment for periods of time takes peculiar contours, since the type of work performed within an organization, considering possible management changes, tends to be to establish different links between workers.Design/methodology/approach: The research was descriptive with a methodological triangulation using a case study. It is possible to analyze quantitatively and qualitatively the understanding of the affection in the bases: effective, calculative and normative, according to Meyer and Allen model (1991). Findings:The results indicated a reduction of the effective commitment in the second year of research, and could be related to the change of position of the new direction and, still can verify qualitative and quantitative concerning the change of organizational commitment in the researched years.

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Section: Resultsmentioning

confidence: 99%

Section: Interpersonal Relationship and Communication 21 32mentioning

confidence: 99%

Section: Theoretical Referencementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Falce

Paiva

Muÿlder

et al. 2017

RAM, Rev. Adm. Mackenzie

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show abstract

“…Research conducted on this basis pointed to the existence of only six articles that combine in their titles the terms commitment and leadership or commitment and leader, one of which uses the term leader to refer to companies, not managers. Thus, the five articles related to the theme are: Marques, Medeiros, França and Ribeiro (2007), Maciel and Nascimento (2013), Fernandes, Siqueira and Vieira (2014), Nogueira, Costa and Claro (2015), and Zanini, Santos and Lima (2015). However, none of them presents the perspective adopted in this study involving, simultaneously, the three styles of leadership present in the Leadership Style Assessment Scale (EAEG) and the seven components of commitment, according to the Organizational Commitment Scale (EBACO).…”

Section: Introductionmentioning

confidence: 99%

Managers’ leadership style and the commitment of their team members: associating concepts in search of possible relations

Silva

Nunes

Andrade

2019

RBGN

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Purpose -The aim of the research was to investigate how managers' leadership styles interfere with the commitment of their team members. Five hypotheses were tested in order to identify relationships between the leadership style and the components of the commitment.Design/methodology/approach -The method chosen was quantitative and a survey was conducted. The data were collected through the application of two questionnaires. A total of 587 questionnaires were considered valid. Descriptive statistics, CHAID analysis and Pearson's correlation were used in the analysis.Findings -The correlation between the managers' leadership styles with relationship orientation and the affiliate component of commitment was significant; there is a positive relationship between the task orientation and the normative commitment; there is a positive relation between situational leadership style and affective commitment, as well as between this style and the general commitment.Originality/value -This study contributes to the debate about the existence of a relationship between some components of commitment and leadership styles, pointing out how the leadership style can affect the type of commitment of the team members, specifically regarding the positive relation between the situational leadership style and the general commitment; the relationship orientation and the affiliate component; and the task orientation and normative component.

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Is it possible to identify transformational leadership in a financial institution?

Girardi¹,

Sarate

2021

REGE

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PurposeThe aim of this study is to analyze the perception of employees of a Brazilian financial institution about transformational leadership and, subsequently, compare the results amongst the different groups of respondents.Design/methodology/approachThe authors present herein an empirical, descriptive and quantitative study, in which the survey was used as the main data collection technique. The survey was applied to a national sample composed of 603 employees (followers) operating in a financial institution. The authors utilized a few statistical techniques to analyze the data collected, namely descriptive statistics, factor analysis, variance analysis and linear regression.FindingsThe results indicate that employees have a high perception toward transformational leadership; no significant differences between the groups of respondents were found. Followers perceive their leader as a transformational agent, who inspires, encourages, considers and motivates them.Practical implicationsThe relevance of this research theme and the main findings of this research contribute to managerial practices since the leadership style under investigation is associated with positive outcomes.Originality/valueThis research sought to explore transformational leadership in an unexpected context. The originality of the study relies on the identification of a positive leadership style in the national financial system, which is usually more focused on economic criteria. There is a lack of research on leadership in Brazil, especially when it comes to quantitative studies. Not only the methodology but also the sample representing the entire Brazilian territory bring about the originality of this research.

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Em busca de uma abordagem não atomizada para o exame das relações entre liderança transformacional e comprometimento organizacional

Cited by 9 publications

References 24 publications

Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Organizational Commitment: Longitudinal Study in a Public Higher Education Organization

Managers’ leadership style and the commitment of their team members: associating concepts in search of possible relations

Is it possible to identify transformational leadership in a financial institution?

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