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A percepção dos colaboradores sobre o papel dos gestores e o seu impacto profissional: o caso na empresa Tombossy Lda, do Município de Benguela - Angola
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Abstract(s)
O presente estudo aborda sobre a percepção dos colaboradores sobre o papel dos gestores e o seu impacto profissional, nos resultados obtidos pelas empresas. Mantendo toda a restante estrutura empresarial, uma alteração do gestor pode frequentemente salvar ou condenar uma empresa.
A complexidade do mundo contemporâneo, obriga a que os Gestores sejam dotados de diversas competências, muitas vezes aparentemente dissonantes, sendo o líder de sucesso uma pessoa cognitivamente complexa. A complexidade dos mercados, o ritmo empresarial crescente, e a necessidade de constantes adaptações de estratégia ou táctica forçam os Gestores a desempenharem diferentes papéis de liderança. Nos casos em que as solicitações são demasiadas para um único gestor, equipas de colaboradores organizam-se para garantir a manutenção de desempenho.
A capacidade dos Gestores isoladamente não garante um desempenho empresarial de sucesso. Para que o efeito do colaborador seja maximizado é necessário que a restante estrutura empresarial confie no gestor, o que torna crucial o efeito da confiança.
A presente investigação centra-se nos conceitos papel do gestor, o gestor como líder, confiança e desempenho organizacional percebido, procurando com recurso ao modelo dos valores contrastantes, aprofundar o conhecimento da relação entre a liderança e o desempenho organizacional, e clarificar o papel da confiança enquanto variável intermédia.
No enquadramento desta investigação usamos como medida de desempenho organizacional percebido. No entanto que o modo como a gestão atua proporciona uma boa percepção dos colaboradores na empresa Tombossy.
The present study focuses on the employees' perception of the role of managers and their professional impact in the results obtained by the companies. By maintaining all other business structure, a change from the manager can often sal-var or condemn a company. The complexity of the contemporary world forces managers to be endowed with diverse, often seemingly dissonant, competencies, and the success leader is a cognitively complex person. The complexity of the markets, the increasing entrepreneurial pace, and the need for constant adaptations of strategy or tactics force Managers to play different leadership roles. In cases where requests are too many for a single manager, teams of collaborators organize to ensure performance maintenance. Managers' ability alone does not guarantee successful business performance. In order for the employee's effect to be maximized, it is necessary for the rest of the business structure to trust the manager, which makes the trust effect crucial. The present research focuses on the roles of the manager, the manager as the leader, the perceived organizational performance and confidence, searching for the contrasting values model, deepening the knowledge of the relationship between leadership and organizational performance, and clarifying the role of confidence as an intermediate variable. In the framework of this research we use as a measure of performance the perceived organizational. However, the way in which management operates provides a good perception of employees at the Tombossy company.
The present study focuses on the employees' perception of the role of managers and their professional impact in the results obtained by the companies. By maintaining all other business structure, a change from the manager can often sal-var or condemn a company. The complexity of the contemporary world forces managers to be endowed with diverse, often seemingly dissonant, competencies, and the success leader is a cognitively complex person. The complexity of the markets, the increasing entrepreneurial pace, and the need for constant adaptations of strategy or tactics force Managers to play different leadership roles. In cases where requests are too many for a single manager, teams of collaborators organize to ensure performance maintenance. Managers' ability alone does not guarantee successful business performance. In order for the employee's effect to be maximized, it is necessary for the rest of the business structure to trust the manager, which makes the trust effect crucial. The present research focuses on the roles of the manager, the manager as the leader, the perceived organizational performance and confidence, searching for the contrasting values model, deepening the knowledge of the relationship between leadership and organizational performance, and clarifying the role of confidence as an intermediate variable. In the framework of this research we use as a measure of performance the perceived organizational. However, the way in which management operates provides a good perception of employees at the Tombossy company.
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Keywords
Gestor Liderança partilhada Competências de gestão Desempenho organizacional Papéis dos gestores Manager Shared leadership Management skills Organizational performance Manager roles