Currículo

Liderança nas Equipas de Trabalho e nas Organizações 02400

Contextos

ECTS

6.0 (para cálculo da média)

Objectivos

OA1 - Descrever a natureza da Liderança nas Equipas de Trabalho e nas Organizações; OA2 - Identificar e contrastar as principais abordagens teóricas sobre Liderança e o seu impacto no contexto e dinâmica organizacional; OA3 - Analisar os processos individuais e contextuais subjacentes à Liderança nas Equipas de Trabalho e nas Organizações e identificar as metodologias de análise e intervenção organizacional. OA4 – Compreender o impacto da tecnologia nas equipas e na liderança

Programa

CP1 - Introdução ao estudo da liderança: definições de liderança e taxonomia clássica das teorias da liderança: (1) Abordagens dos Traços e das Competências, (2) Abordagens Situacionais e Contingenciais CP2 - Perspetivas de liderança: (3) Teoria da Troca Líder-Membro, (4) Liderança Transformacional e Carisma, (5) Liderança Ética; (6) Liderança Sustentável; (7) Liderança Zombie; CP3 - Introdução ao estudo das Equipas de Trabalho: definições e modelos de eficácia; Desenvolvimento temporal e papeis na equipa CP4 - (1) Liderança de equipas. Perspetiva funcional e dinâmica; (2) Liderança emergente; (3) Liderança de equipas virtuais e híbridas; Human-Autonomy Teams;(4) Desenvolvimento da liderança

Método de Avaliação

A avaliação ao longo do semestre tem 2 componentes: (1) Trabalho de grupo (40%) obrigatório para todos. O trabalho inclui apresentação oral (10%) e relatório escrito (30%); (2) Teste individual (60%) sobre todos os conteúdos programáticos. A aprovação é obtida com média ponderada das 2 componentes igual ou superior a 9,5 e igual ou superior a 8 valores em cada componente de avaliação. A avaliação por exame inclui apenas um instrumento de avaliação, exame (100%).

Carga Horária

Bibliografia

Principal

• Northhouse, P. G. (2021). Leadership: Theory and Practice (9th Ed). Thousand Oaks: Sage. Morgeson, F. P., DeRue, S. D., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36, 5-39.:

Secundária

• Badura, K. L., Galvin, B. M., & Lee, M. Y. (2022). Leadership emergence: An integrative review. Journal of Applied Psychology, 107(11), 2069. Banks, G. C., Fischer, T., Gooty, J., & Stock, G. (2021). Ethical leadership: Mapping the terrain for concept cleanup and a future research agenda. The Leadership Quarterly, 32(2), 101471. Banks, G.C., Engemann, K.N., Williams, C.E., Gooty, J., McCauley, K.D., & Medaugh, M.R. (2017). A meta-analytic review and future research agenda of charismatic leadership. The Leadership Quarterly. 28(4), 508-529 Banks, G.C., McCauley, K.D., Gardner, W.L., & Guler, C.E. (2016). A meta-analytic review of authentic and transformational leadership: A test for redundancy. The Leadership Quarterly, 27, 634-652. Ceri-Booms, M., Curçeu, P.L., Oerlemans, L.A.G. (2017). Task and person-focused leadership behaviors and team performance: A meta-analysis. Human Resource Management Review, 27, 178-192. Day, D. V., Riggio, R. E., Tan, S. J., & Conger, J. A. (2021). Advancing the science of 21st-century leadership development: Theory, research, and practice. The Leadership Quarterly, 32(5), 101557. Flathmann, C., Schelble, B. G., Zhang, R., & McNeese, N. J. (2021). Modeling and guiding the creation of ethical human-AI teams. In Proceedings of the 2021 AAAI/ACM Conference on AI, Ethics, and Society (AIES '21) (pp. 469–479). Association for Computing Machinery. https://doi.org/10.1145/3461702.3462573 Georganta, E., Ulfert, A.-S., Schmutz, J. B., Gooren, E., & Van Dick, R. (2024). Would you trust an AI team member? Team trust in human–AI teams. Journal of Occupational and Organizational Psychology, 97(4), 1212–1241. https://doi.org/10.1111/joop.12504 Hammond, M. M., Thrasher, G., & Vogelgesang Lester, G. (2025). A systematic review of the leader identity research: A road map for the rigorous study and advancement of leader identity. Organizational Psychology Review, 15(3), 321–357. https://doi.org/10.1177/20413866251351752 Hanna, A. A., Smith, T. A., Kirkman, B. L., & Griffin, R. W. (2021). The emergence of emergent leadership: A comprehensive framework and directions for future research. Journal of Management, 47(1), 76-104 Hartog, Den, D. N. (2015). Ethical Leadership. Annual Review of Organizational Psychology and Organizational Behavior, 2(1), 409-434. http://doi.org/10.1146/annurev-orgpsych-032414-111237 Handke, L., Costa, P. L., Hincapie, M. X., & Johnson, M. D. (2026). Not even remotely close: How co-location imbalance affects subgroup formation in hybrid teams. Journal of Organizational Behavior, 47(2), 192–207. https://doi.org/10.1002/job.2875 Handke, L., Costa, P. L., Klonek, F. E., O'Neill, T. A., & Parker, S. K. (2021). Team perceived virtuality: An emergent state perspective. European Journal of Work and Organizational Psychology, 30(5), 624–638. https://doi.org/10.1080/1359432X.2020.1806921 Haslam, S. A., Alvesson, M., & Reicher, S. D. (2024). Zombie leadership: Dead ideas that still walk among us. The Leadership Quarterly, 35(3), Article 101770. https://doi.org/10.1016/j.leaqua.2023.101770 Hincapié, M. X., & Costa, P. (2024). Fostering hybrid team performance through inclusive leadership strategies. Organizational Dynamics, 53(3), Article 101072. https://doi.org/10.1016/j.orgdyn.2024.101072 Ilgen, D.R., Hollenbeck, J.R., Johnson, M. & Jundt, D. (2005). Teams in organizations: From input-process-output models to IMOI models. Annual Review of Psychology, 56, 517-543. Jago, A.G. (1982). Leadership: Perspectives in theory and research. Management Science, 28, 315-336. Kozlowski , S.W.J., Mak, S., & Chao, G.T. (2016). Team-centric leadership: An integrative review. Annual Review of Organizational Psychology and Organizational Behavior, 3, 21-54. Larson, L., & DeChurch, L. A. (2020). Leading teams in the digital age: Four perspectives on technology and what they mean for leading teams. The Leadership Quarterly, 31(1), Article 101377. https://doi.org/10.1016/j.leaqua.2019.101377 Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356-376. Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5–39. https://doi.org/10.1177/0149206309347376 O'Neill, T. A., Flathmann, C., McNeese, N. J., & Salas, E. (2023). Human-autonomy teaming: Need for a guiding team-based framework? Computers in Human Behavior, 146, 107762. https://doi.org/10.1016/j.chb.2023.107762 Ragins, B. R. (2008). Disclosure disconnects: Antecedents and consequences of disclosing invisible stigmas across life domains. Academy of Management Review, 33(1), 194–215. https://doi.org/10.5465/amr.2008.27752724 Salas, E., Sims, D. E., & Burke, C. S. (2005). Is there a “Big Five” in teamwork? Small Group Research, 36(5), 555–599. https://doi.org/10.1177/1046496405277134 Stone, D., & Heen, S. (2014). Thanks for the Feedback: The Science and Art of Receiving Feedback Well. New York, NY: Viking. Veli Korkmaz, A., van Engen, M. L., Knappert, L., & Schalk, R. (2022). About and beyond leading uniqueness and belongingness: A systematic review of inclusive leadership research. Human Resource Management Review, 32(4), Article 100894. https://doi.org/10.1016/j.hrmr.2022.100894:

Disciplinas de Execução