Liderança em Angola : Práticas de influência e motivação no contexto organizacional angolano
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2025
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No atual contexto de necessidade de elevada adaptabilidade dentro das organizações, a liderança em Angola enfrenta desafios específicos, pelo que é de suma importância investigar e compreender como influenciar e motivar colaboradores, identificando e assumindo práticas eficazes de forma contínua, interpretando práticas percecionadas como ineficazes como pontos de melhoria. De forma a atingir os objetivos do presente estudo foi utilizada uma abordagem quantitativa, recorrendo ao questionário desenvolvido por Figueiredo (2018) através do modelo de Hamlin & Patel (2012), contando com a participação de 175 inquiridos empregues na cidade de Luanda. Foi possível constatar que o Critério Comportamental Genérico Percecionado como eficaz mais relevante corresponde a "Delegação e empoderamento" e o critério percecionado como mais ineficaz corresponde a "Privação e/ou retenção ativa ou por negligência aos colaboradores de coisas como principais informações, instruções claras, orientação, recursos adequados, reconhecimento, elogios ou feedback". Salienta-se a importância de práticas relacionadas com o desenvolvimento de relações interpessoais percecionadas como eficazes como a "Demonstração de cuidado e preocupação com a equipa e outras pessoas", porém evidencia-se a necessidade de mitigar potenciais efeitos adversos das relações entre líderes e colaboradores destas organizações, pois podem originar a perceção de práticas de liderança ineficazes como a "Demonstração de comportamento injusto e insensível; por exemplo, demonstração de algum favoritismo". Contudo, a liderança em Angola continua a trabalhar no seu desenvolvimento assente numa base histórica consolidada com valores africanos, tentando encontrar o equilíbrio entre práticas de gestão eficazes e a superação de paradoxos que ainda se fazem sentir na atualidade.
In the current context of need for high adaptability within organizations, leadership in Angola faces specific challenges, which is why it is extremely important to investigate and understand how to influence and motivate employees, identifying and adopting effective practices on an ongoing basis, interpreting practices perceived as ineffective as points for improvement. To achieve the objectives of the present study, a quantitative approach was used, using the questionnaire developed by Figueiredo (2018) through the Hamlin & Patel (2012) model, with the participation of 175 respondents employed in the city of Luanda. It was possible to verify that the most relevant Generic Behavioral Criterion Perceived as effective corresponds to “Delegation and empowerment” and the criterion perceived as most ineffective corresponds to “Deprivation and/or active or negligent retention towards employees of things such as key information, clear instructions, guidance, appropriate resources, recognition, praise, or feedback.” The importance of practices related to the development of interpersonal relationships perceived as effective is highlighted, such as “Demonstration of care and concern for the team and other people”, but the need to mitigate potential adverse effects of relationships between leaders and employees of these organizations is highlighted, as they can give rise to the perception of ineffective leadership practices such as “Demonstration of unfair and insensitive behavior; for example, demonstration of some favoritism”. However, leadership in Angola continues to work on its development based on a consolidated historical basis with African values, trying to find balance between effective management practices and overcoming paradoxes that are still felt ‘till today.
In the current context of need for high adaptability within organizations, leadership in Angola faces specific challenges, which is why it is extremely important to investigate and understand how to influence and motivate employees, identifying and adopting effective practices on an ongoing basis, interpreting practices perceived as ineffective as points for improvement. To achieve the objectives of the present study, a quantitative approach was used, using the questionnaire developed by Figueiredo (2018) through the Hamlin & Patel (2012) model, with the participation of 175 respondents employed in the city of Luanda. It was possible to verify that the most relevant Generic Behavioral Criterion Perceived as effective corresponds to “Delegation and empowerment” and the criterion perceived as most ineffective corresponds to “Deprivation and/or active or negligent retention towards employees of things such as key information, clear instructions, guidance, appropriate resources, recognition, praise, or feedback.” The importance of practices related to the development of interpersonal relationships perceived as effective is highlighted, such as “Demonstration of care and concern for the team and other people”, but the need to mitigate potential adverse effects of relationships between leaders and employees of these organizations is highlighted, as they can give rise to the perception of ineffective leadership practices such as “Demonstration of unfair and insensitive behavior; for example, demonstration of some favoritism”. However, leadership in Angola continues to work on its development based on a consolidated historical basis with African values, trying to find balance between effective management practices and overcoming paradoxes that are still felt ‘till today.
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MESTRADO EM GESTÃO DE EMPRESAS, GESTÃO, GESTÃO DE EMPRESAS, LIDERANÇA, MOTIVAÇÃO, MANAGEMENT, BUSINESS MANAGEMENT, LEADERSHIP, MOTIVATION