Perceção de profissionais hospitalares sobre o papel organizacional de líderes informais em hospitais
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2013
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Num contexto em que as mudanças são mais rápidas e exigem maior flexibilidade dos colaboradores, coloca-se a hipótese de haver espaço e reconhecimento da figura do líder emergente, como agente facilitador na gestão da mudança. A liderança que se fala comummente é a formal, não sendo tão frequente a abordagem da liderança emergente ou informal. Esta possui uma caracterização própria, embora não reconhecida formalmente, existe e é incontornável em qualquer contexto de trabalho coletivo, quer exista ou não uma chefia.
O principal objetivo deste estudo foi caracterizar a perceção, por parte de profissionais que exercem na área de saúde em contexto hospitalar, quanto ao papel organizacional de líderes emergentes, no âmbito da implementação de decisões e assessoria a decisores formais. O estudo seguiu um desenho observacional transversal, com recolha de dados através de questionário autoadministrado em plataforma informática. Foi criado um questionário estruturado, a fim de caracterizar chefias, ex-chefias, e profissionais sem cargo de chefia no que se refere à perceção destes relativamente ao papel organizacional desempenhado pelos líderes emergentes.
O estudo foi feito com base no censos de profissionais do Centro Hospitalar Lisboa Central com endereço eletrónico institucional. Os profissionais foram convidados a participar no estudo através de mensagem eletrónica, com indicação do link para o questionário. Recorreu-se ao método de amostragem por bola de neve para inclusão de profissionais que não tinham e-mail institucional disponível, ou hábito de consultar e-mail institucional.
A taxa de resposta foi de 5.58% de um universo de 7835 indivíduos de 6 unidades de saúde hospitalares, entre fevereiro e setembro de 2012.
Os resultados mostraram haver reconhecimento da existência de líderes emergentes em todas as categorias profissionais. Verificou-se também uma perceção generalizadamente favorável quanto ao papel organizacional desempenhado por líderes emergentes. Todavia, foram encontradas diferenças nas perceções, entre categorias profissionais. O mesmo se verificou quando se trata de chefias e ex-chefias, cuja visão de liderança apresenta diferença relativamente ao parecer dos chefiados. Relativamente ao sexo, foram também encontradas diferenças quanto a estas perceções.
In a context where changes are faster and require greater flexibility of employees, raises the hypothesis of space and recognition of emerging leader as a facilitator in change management. Leadership is commonly spoken in formal, not as often approach the emerging leadership or informal. This characterization has an own, though not formally recognized, and there is unavoidable in any context of collective work, whether there is or not a manager. The main objective of this study was to characterize the perception on the part of staff who works in healthcare in the hospital context, the role of organizational emerging leaders in the implementation of decisions and formal advice to decision makers. The study followed a cross-sectional observational design, with data collection through self-administered questionnaire on computer platform. A structured questionnaire was created in order to characterize managers, former managers, and professionals without management positions, to their perception regarding the role played by emerging leaders in the organization. The study was based on census professional Lisbon Central Hospital Center with institutional email address. The professionals were invited to participate in the study via e-mail, indicating the link to the questionnaire. Resorted to the method of snowball sampling to include professionals who had no institutional e-mail available, or habit of consulting institutional e-mail. The sample comprised 5.58% of a population of 7835 individuals from six health units hospital between February and September 2012. The results showed some recognition of emerging leaders in all professional categories. There is also a perception generally favorable to organizational role played by emerging leaders. However, we found differences in perceptions between professional categories. The same was true when it comes to bosses and former bosses, whose vision of leadership presents the opinion of leeway headed. With regard to sex, were also found differences in these perceptions.
In a context where changes are faster and require greater flexibility of employees, raises the hypothesis of space and recognition of emerging leader as a facilitator in change management. Leadership is commonly spoken in formal, not as often approach the emerging leadership or informal. This characterization has an own, though not formally recognized, and there is unavoidable in any context of collective work, whether there is or not a manager. The main objective of this study was to characterize the perception on the part of staff who works in healthcare in the hospital context, the role of organizational emerging leaders in the implementation of decisions and formal advice to decision makers. The study followed a cross-sectional observational design, with data collection through self-administered questionnaire on computer platform. A structured questionnaire was created in order to characterize managers, former managers, and professionals without management positions, to their perception regarding the role played by emerging leaders in the organization. The study was based on census professional Lisbon Central Hospital Center with institutional email address. The professionals were invited to participate in the study via e-mail, indicating the link to the questionnaire. Resorted to the method of snowball sampling to include professionals who had no institutional e-mail available, or habit of consulting institutional e-mail. The sample comprised 5.58% of a population of 7835 individuals from six health units hospital between February and September 2012. The results showed some recognition of emerging leaders in all professional categories. There is also a perception generally favorable to organizational role played by emerging leaders. However, we found differences in perceptions between professional categories. The same was true when it comes to bosses and former bosses, whose vision of leadership presents the opinion of leeway headed. With regard to sex, were also found differences in these perceptions.
Descrição
Orientação: David Tavares ; co-orientação: Osvaldo Santos
Palavras-chave
MESTRADO EM GESTÃO DE UNIDADES DE SAÚDE, LIDERANÇA, UNIDADES DE CUIDADOS DE SAÚDE, HOSPITAIS, LEADERSHIP, HEALTH CARE FACILITIES, HOSPITALS, GESTÃO DE UNIDADES DE SAÚDE, HEALTH CARE FACILITIES MANAGEMENT