Título:	Modelo substituto da liderança : o papel do clima social das equipes de trabalho
Autor(es):	Barbosa, Viviane da Mata
Orientador(es):	Puente-Palacios, Katia Elizabeth
Assunto:	Liderança - estilos Desempenho profissional Equipes de trabalho
Data de publicação:	23-Jul-2016
Data de defesa:	7-Mar-2016
Referência:	BARBOSA, Viviane da Mata. Modelo substituto da liderança: o papel do clima social das equipes de trabalho. 2016. v, 117 f., il. Dissertação (Mestrado em Psicologia Social, do Trabalho e das Organizações)—Universidade de Brasília, Brasília, 2016.
Abstract:	In the last three decades, international studies on transactional and transformational leadership have been quite successful and their results indicate positive effects on a number of desirable outcomes. Specialists, however, criticize the fact that the research models used in this field of human behavior do not consider contextual variables, suggesting that these variables can play an important part in the relationship between leadership and outcome variables. The substitute model of leadership proposed by Kerr and Jermier (1978) proposes that characteristics of the individual, of the task and of the organization should be considered, to help to explain why some of the leaders' actions can be effective in some situations and not have any effect, or even have a negative effect in other situations. In this context, the general objective of the present study was to investigate whether the social climate of teams can substitute the leader´s role in the prediction of the effectiveness of work teams, based on three criteria: performance (self-evaluation and evaluation by others), satisfaction with the team and team cohesion. The following specific objectives were established: to assess the predictive power of leadership in relation to team effectiveness; to measure the intensity of the association between leadership and the team´s social climate; to quantify the effect of social climate in the relationship between leadership and team effectiveness. To meet these objectives, three hypotheses were defined: H1: leadership will be positively related to the team effectiveness; H2: leadership will be positively related to the team´s social climate; H3: the team´s social climate will substitute leadership in the relationship with team effectiveness. To test these hypotheses, analyses were realized at meso-level with 38 teams of family health and at individual level with the 177 members of these teams. The collective interpretations of the team were calculated based on the ADMd index, an analysis of the mean deviations from the median, which expresses the intensity of the similarity of the answers supplied by the individual team members. The results obtained at group level revealed that leadership has a predictive power of 34% (p<0,001) for self-evaluation of performance, of 71% (p<0,001) for satisfaction and of 31% (p<0,001) for team cohesion. The result for team performance evaluated by the coordinator was not significant. Thus, hypothesis 1 was partially sustained. Hypothesis 2 was supported since leadership was positively related to all factors of the team´s social climate. Hypothesis 3, at group level could not be tested. At the individual level, hypotheses 1 and 2 were corroborated. At the individual level, the substitute model was tested (hypothesis 3) and the results indicate that innovation climate and relationship climate substitute leadership in the relationship with team cohesion. In the relationship with satisfaction no substitution occurred, but a reduction of the explanatory power of leadership was observed. As for the results related to team performance, it was observed that social climate did not substitute leadership. Hypothesis 3, therefore, it was only partially supported. The obtained results reinforce the appropriateness of investigating the mechanisms and underlying processes of how leadership exercises influence on the followers; the results not just confirm the importance of considering the characteristics and the actions of the leader in the theoretical models, but also of other contextual characteristics and to analyze their impact on the effectiveness of individuals and teams.
Unidade Acadêmica:	Instituto de Psicologia (IP) Departamento de Psicologia Social e do Trabalho (IP PST)
Informações adicionais:	Dissertação (mestrado)—Universidade de Brasília, Instituto de Psicologia, Departamento de Psicologia Social e do Trabalho, Programa de Pós Graduação em Psicologia Social, do Trabalho e das Organizações, 2016.
Programa de pós-graduação:	Programa de Pós-Graduação em Psicologia Social, do Trabalho e das Organizações
Licença:	A concessão da licença deste item refere-se ao termo de autorização impresso assinado pelo autor com as seguintes condições: Na qualidade de titular dos direitos de autor da publicação, autorizo a Universidade de Brasília e o IBICT a disponibilizar por meio dos sites www.bce.unb.br, www.ibict.br, http://hercules.vtls.com/cgi-bin/ndltd/chameleon?lng=pt&skin=ndltd sem ressarcimento dos direitos autorais, de acordo com a Lei nº 9610/98, o texto integral da obra disponibilizada, conforme permissões assinaladas, para fins de leitura, impressão e/ou download, a título de divulgação da produção científica brasileira, a partir desta data.
DOI:	http://dx.doi.org/10.26512/2016.03.D.20957
Aparece nas coleções:	Teses, dissertações e produtos pós-doutorado

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