Joaquim Santos1, António Caetano2 e Jorge Correia Jesuíno3
RESUMO: Vários modelos teóricos de liderança de equipas têm sido propostos com base na abordagem funcional da liderança, mas até à data nenhum foi empiricamente testado. O objectivo deste estudo é testar a relevância de um modelo teórico de liderança funcional, verificando a relação de um conjunto de competências de liderança com a eficácia das equipas lideradas. Participaram no estudo 84 indivíduos, que foram submetidos a uma prova de liderança de uma equipa de seis elementos na realização de tarefas não estruturadas, as quais requeriam a interdependência de todos os membros. Na análise factorial realizada à grelha de avaliação foram encontrados quatro factores que se ajustam às quatro competências de liderança do modelo teórico. Estas competências de liderança observadas nos líderes testados encontravam-se associadas à eficácia das equipas lideradas.
Palavras-chave: Liderança Funcional de Equipas, Eficácia nas Equipas
TITLE: The leaders’ functional skills and team effectiveness
ABSTRACT: Several theoretical team leadership models have been proposed based on the functional approach of leadership but until now none of them has been empirically tested. The purpose of this study is to test the importance of a theoretical model of functional leadership considering the relation between a set of leadership skills and the effectiveness of the led teams. 84 individuals took part in this study and were submitted to a leadership proof by a team of six members. This group performed non-structured tasks which would require the interdependence of all members. In the factorial analysis conducted to the evaluation grid, four factors have been found which adjust to the four leadership skills suggested in the proposed theoretical model. These leadership skills observed in the tested leaders are associated with the effectiveness of the led teams.
Key words: Functional Team Leadership, Team Effectiveness
]]> TÍTULO: Las competencias funcionales de los dirigentes y la eficacia de los equipos
RESUMEN: Varios modelos teóricos de los equipos de liderazgo se han propuesto sobre la base de un enfoque funcional de liderazgo, pero hasta ahora ninguno ha sido probado empíricamente. El objetivo de este estudio es poner a prueba la pertinencia de un modelo teórico de liderazgo funcional, verificando la relación de un conjunto de habilidades de liderazgo con la eficacia de los equipos dirigidos. 84 personas participaron en el estudio, y fueran submetidas a una prueba de liderazgo de un equipo de seis elementos, en la realización de tareas no estructuradas, las cuales requirian la interdependencia de todos los miembros. En el análisis factorial realizado sobre la escala de evaluación se encontraron cuatro factores que se ajustan a las cuatro habilidades de liderazgo del modelo teórico. Estas habilidades de liderazgo observadas en la prueba de los lideres estaban vinculados a la eficacia de los equipos dirigidos.
Palabras-clave: Equipo de Liderazgo Funcional, Eficacia en los Equipos
Texto completo disponível apenas em PDF.
Full text only available in PDF format.
Referências bibliográficas
BARSALOU, L. W. (1983), «Ad hoc categories». Memory and Cognition, vol. 11, pp. 211-227. http://www.psychology.emory.edu/cognition/barsalou/papers/Barsalou_MC_1983_ad_hoc_categories.pdf.
BURKE, C. S.; STAGL, K. C.; KLEIN, C.; GOODWIN, G. F.; SALAS, E. e HALPIN, S. M. (2006a), «What type of leadership behaviours are functional in teams? A meta-analysis». Leadership Quarterly, vol. 17, pp. 288-307. [ Links ]
BURKE, C. S.; STAGL, K. C.; SALAS, E.; PIERCE, L. e KENDAL, D. L. (2006b), «Understanding team adaptation: a conceptual analysis and model». Journal of Applied Psychology, vol. 91(6), pp. 1189-1207.
CANNON-BOWERS, J. A.; SALAS, E. e CONVERSE, S. A. (1993), «Shared mental models in expert team decision making». In N. J. Castellan, Jr. (Ed.), Individual and Group Decision Making: Current Issues. Erlbaum, Hillsdale, NJ, pp. 221-246.
CANNON-BOWERS, J. A.; TANNENBAUM, S. I.; SALAS, E. e VOLPE, C. E. (1995), «Defining team competencies and establishing team training requirements». In R. Guzzo e E. Salas (Eds.), Team Effectiveness and Decision Making in Organizations. Jossey-Bass, São Francisco, pp. 333-380.
DE CREMER, D. e KNIPPENBERG, D. (2002), «How leaders promote cooperation? The effects of charisma and procedural fairness ». Journal of Applied Psychology, vol. 87(5), pp. 858-866.
EDMONDSON, A. C. (2003), «Speaking up in the operating room: how leaders promote learning in interdisciplinary teams». Journal of Management Studies, vol. 40(6), pp. 1419-1452.
ESSENS, P.; VOGELAAR, A.; MYLLE, J.; BLENDELL, C.; PARIS, C.; HALPIN, S. e BARANSKI, J. (2005), Military Command Team Effectiveness: Model and Instrument for Assessment and Improvement (NATO no. ac/323 (HFM-087) tp/59), NATO Research and Technology Institution.
FLEISHMAN, E. A.; MUMFORD, M. D.; LEVIN, K. Y.; KOROTKIN, A. L. e HEIN, M. B. (1991), «Taxonomic efforts in the description of leader behaviour: a synthesis and functional interpretation». Leadership Quarterly, vol. 2(4), pp. 245-287.
GEORGE, J. M. (1996), «Group effective tone». In M. A. West (Ed.), Handbook of Group Psychology, John Wiley, pp. 77-93.
JANICIK, G. A. e BARTEL, C. A. (2003), «Talking about time: effects of temporal planning and time awareness norms on group coordination and performance». Group Dynamics Theory Research and Practice, vol. 7(2), pp. 122-134.
HACKMAN, J. R. (2002), Leading Teams: Setting the Stage of Great Performances. HBS Press, Boston.
]]> HACKMAN, J. R. e WALTON, R. E. (1986), «Leading groups in organizations». In P. S. Goodman e Associates (Eds.), Designing Effective Work Groups. Jossey Bass, São Francisco, pp. 72-119.KANE, T. D.; ZACCARO, S. J.; TREMBLE, T. R. e MASUDA, A. D. (2002), «An examination of the leader’s regulation of groups». Small Groups Research, vol. 33(1), pp. 65-120.
KOMAKI, J. L.; DESSELLES, M. L. e BOWMAN, E. D. (1989), «Definitely not a breeze: extending an operant model of effective supervision to teams». Journal of Applied Psychology, vol. 74(3), pp. 522-529.
KOZLOWSKI, S. W. J. e ILGEN, D. R. (2006), «Enhancing the effectiveness of work groups and teams». Psychological Science in the Public Interest, vol. 7, n.º 3, Dezembro, pp. 77-124. http://www.psychologicalscience.org/journals/pspi/pspi_7_3_article.pdf
KOZLOWSKI, S. W. J.; WATOLA, D. J.; NOWAKOWSKI, J. M.; KIM, B. H. e BOTERO, I. C. (2006), «Developing adaptive teams: a theory of dynamic team leadership». In E. Salas, G. F. Goodwin e C. S. Burke (Eds.), Team Effectiveness in Complex Organizations: Cross-Disciplinary Perspectives and Approaches (SIOP Frontiers Series). LEA, Mahwah, NJ.
KOZLOWSKI, S. W. J. e BELL (2003), «Work groups and teams in organizations». In W. C. Borman, D. R. Ilgen e R. J. Klimoski (Eds.), Handbook of Psychology: Industrial and Organizational Psychology. Wiley, London, vol. 12, pp. 333-375.
KOZLOWKI, S. W. J.; GULLY, S. M.; NASON, E. R. e SMITH, E. M. (1999), «Developing adaptive teams: a theory of compilation and performance across levels and time». In R. Ilgen e E. D. Pulakos (Eds.), The Changing Nature of Work Performance: Implications for Staffing, Personnel Actions, and Development. Jossey-Bass, São Francisco, pp. 240-292.
KOZLOWSKI, S. W. J.; GULLY, S. M.; MCHUGH, P. P.; SALAS, E. e CANNON-BOWERS, J. A. (1996a), «A dynamic theory of leadership and team effectiveness: developmental and task contingent leader roles». In G. R. Ferris (Ed.), Research in Personnel and Human Resources Management. JAI, Greenwich, CT, vol. 14, pp. 253-305.
KOZLOWSKI, S. W. J.; GULLY, S. M.; SALAS, E. e CANNONBOWERS, J. A. (1996b), «Team leadership and development: theory, principles, and guidelines for training leaders and teams». In M.Beyerlein, S. Beyerlein e D. Johnson (Eds.), Advances in Interdisciplinary Studies of Work Teams. JAI, Greenwich, CT, vol. 3, pp. 253-292.
MANNIX, E. e NEALE, M. (2005), «What differences make a difference? The promises and reality of diverse teams in organizations ». Psychological Science in the Public Interest, vol. 6(2), pp. 31-55.
]]> MARKS, M. A.; DECHURCH, L. A.; MATHIEU, J. E.; PANZER, F. J. e ALONSO, A. (2005), «Teamwork in multi-team systems». Journal of Applied Psychology, vol. 90(5), pp. 964-971.MARKS, M. A.; MATHIEU, J. E. e ZACCARO, S. J. (2001), «A temporally based framework and taxonomy of team process». Academy of Management Review, vol. 26(3), pp. 356-376.
MARKS, M. A. e PANZER, F. J. (2004), «The influence of team monitoring on team process and performance». Human Performance, vol. 17, pp. 25-41.
MARKS, M. A.; SABELLA, M. J.; BURKE, C. S. e ZACCARO, S. J. (2002), «The impact of cross-team training on team effectiveness». Journal of Applied Psychology, vol. 87(1), pp. 3-13.
MATHIEU, J. E.; MARKS, M. A. e ZACCARO, S. J. (2001), «Multiteam systems». In N. Anderson, D. S. Ones, H. K. Sinangil e C. Viswesvaran (Eds.), Organizational psychology: Vol. 2, Handbook of Industrial, Work and Organizational Psychology. Sage, London, pp. 289-313.
McGRATH, J. E. (1962), Leadership Behaviour: Some Requirements for Leadership Training. US Civil Service Commission Office of Career Development, Washington, DC.
MUMFORD, M. D.; ZACCARO, S. J.; HARDING, F. D.; JACOBS, T. O. e FLEISHMAN, E. A. (2000), «Leadership skills for a changing world: solving complex social problems». Leadership Quarterly, vol. 11, pp. 11-35.
PASSOS, A. M. e CAETANO, A. (2005), «Exploring the effects of intragroup conflict and past performance feedback on team effectiveness». Journal of Managerial Psychology, vol. 20(3), pp. 231-243.
SALAS, E.; DICKINSON, T. L.; CONVERSE, S. A. e TANNENBAUM, S. I. (1992), «Toward an understanding of team performance and training». In R. W. Swezey e E. Salas (Eds.), Teams: Their Training and Performance. Ablex, Norwood, NJ, pp. 3-29.
STOUT, R. J.; CANNON-BOWERS, J. A.; SALAS, E. e MILANOVICH, D. M. (1999), «Planning, shared mental models, and coordinated performance. An empirical link is established». Human Factors, vol. 41(1), pp. 61-71.
]]> TANNENBAUM, S. I.; SMITH-JENTSCH, K. A. e BEHSON, S. J. (1998), «Training team leaders to facilitate team learning and performance ». In A. J. Cannon-Bowers e E. Salas (Eds.), Making Decisions under Stress: Implications for Individual and Team Training. American Psychological Association, Washington, DC, pp. 247-270.YUKL, G. (1998), Leadership in Organizations. 4th Ed., Prentice Hall, Englewood Cliffs, NJ.
ZACCARO, S. J.; BLAIR, V.; PETERSON, C. e ZAZANIS, M. (1995), «Collective efficacy». In J. Maddux (Ed.), Self-Efficacy, Adaptation and Adjustment. Plenum, New York, pp. 305-328.
ZACCARO, S. J.; RITTMAN, A. L. e MARKS, M. A. (2001), «Team leadership». The Leadership Quarterly, vol. 12, pp. 451-483.
1Joaquim Pacheco Santos joaquimps@iol.pt
Doutorando do Programa Doutoral de Gestão (ISCTE). Docente em Comportamento Organizacional na Escola Naval, Alfeite, Portugal.
PhD Student of Management at ISCTE. Teacher in Organizational Behavior at Naval Academy, Alfeite, Portugal.
Doutorando del Programa de Doctorado de Gestión (ISCTE). Profesor de Comportamiento Organizacional en la Escuela Naval, Alfeite, Portugal.
]]> 2António Caetano antonio.caetano@iscte.pt
Doutor em Psicologia Social e das Organizações (ISCTE). Professor de Gestão de Recursos Humanos no ISCTE, Lisboa, Portugal.
PhD in Social Psychology of Organizations (ISCTE). Professor in Human Research Management at ISCTE, Lisbon, Portugal.
Doctorado en Psicología Social y de Organizaciones (ISCTE). Profesor de Gestión de Recursos Humanos en el ISCTE, Lisboa, Portugal.
3Jorge Correia Jesuíno correia.jesuino@iscte.pt
Doutor em Sociologia. Presidente do Conselho Cientifico do ISCTE de 1990 a 1997. Professor Jubilado no ISCTE, Lisboa, Portugal.
PhD in Sociology. President of the Scientific Council of ISCTE since 1990 to 1997. Emeritus Professor at ISCTE, Lisbon, Portugal.
Doctorado en sociología. Presidente del Consejo Científico del ISCTE de 1990 a 1997. Profesor jubilado en el ISCTE, Lisboa, Portugal.
]]> Recebido em Junho de 2008 e aceite em Setembro de 2008
Received in June 2008 and accepted in September 2008
]]>