Capítulo 7 – Conclusão
7.4. Limitações e Indicações para Investigações Futuras
Sempre que se desenvolve um estudo de qualquer temática existem, inevitavelmente, um conjunto de limitações que podem ter um impacto maior ou menor nos resultados obtidos, independentemente da experiência do investigador. Neste seguimento, iremos apontar algumas limitações subjacentes a esta dissertação.
Uma primeira limitação que pode ser considerada centra-se no facto da amostra ser não probabilística por conveniência e, portanto, existe uma limitação na generalização dos resultados, mesmo tendo um grande número de respostas é necessário ter em consideração a natureza da amostra na interpretação dos resultados.
Seguidamente, o período de tempo para se realizar a dissertação por ser curto dificulta a obtenção de um elevado número de respostas pelo facto de a aplicação dos questionários ter de ser um processo agilizado quando, geralmente, é mais demorado e apresenta alguns contratempos. Adicionalmente, por ser um tema sensível e que necessita de um cuidado acrescido quando mencionado aos inquiridos, o processo de obtenção de respostas foi mais difícil. Embora o número de respostas obtidas tenha sido bastante razoável, podemos pensar que se o estudo tivesse uma maior abrangência os resultados poderiam ter uma expressão diferente.
Os comportamentos de assédio moral foram avaliados tendo em conta a experiência profissional de pelo menos, 6 meses consecutivos numa organização, o que pode ser considerado uma limitação pois os indivíduos podem apresentar problemas em se conseguirem recordar com precisão das situações de assédio moral por existir um período definido.
Finalmente, ao se utilizar uma metodologia transversal, embora nos permita ter um rápido conhecimento da realidade, a recolha dos dados é realizada num único momento o que
impossibilita acompanhar possíveis mudanças que podem ocorrer ao longo do tempo, ao invés detemos uma visão estática da realidade. Estudos futuros devem atender à necessidade de realizar estudos longitudinais mais competentes na redução de enviesamentos.
Neste trabalho contatamos, assim como diversos investigadores, que os estilos de liderança têm impacto nas situações de assédio moral e como estamos a debater um tema tão sensível e com consequências negativas para vítimas e organizações, acreditamos que este tema continuará a ser explorado em futuras investigações. Esta dissertação incentiva o estudo desta temática ao apresentar alguns caminhos para estudos posteriores. Futuras investigações devem ponderar o uso de uma metodologia qualitativa ou até combinar as duas abordagens, para que se consiga aferir com mais facilidade as perceções dos colaboradores relativamente às situações de assédio moral.
Assim como, também, se poderia ter em conta relações indiretas que possam ser estabelecidas e que tenham influência na relação direta entre as variáveis estudadas. Isto poderia ser verificado se usássemos variáveis mediadoras que, potencialmente, influenciem as relações que foram verificadas.
Em pesquisas futuras, se possível, os investigadores deveriam optar por utilizar outros métodos de recolha de dados mais eficientes em averiguar perspetivas diferentes de colaboradores em posições hierárquicas díspares e centrados em coletar dados tanto de vítimas de assédio moral como dos seus agressores. Neste sentido, o uso do questionário como único método de recolha de dados não deve ser entendido como uma única opção possível.
Concluída esta investigação, esperamos ter contribuído para uma melhor compreensão dos conceitos que foram abordados e para as relações que estabelecemos entre os mesmos.
Referências Bibliográficas
Aguiar, M. R. (2008). Assédio moral: problema antigo, interesse recente. Revista Eletrónica, (63), 54-68.
Ahmad, S. (2018). Can ethical leadership inhibit workplace bullying across East and West: Exploring cross-cultural interactional justice as a mediating mechanism. European Management Journal, 36(2), 223-234.
Andrade, N. Q. & Baptista, T. M. (2013). Práticas de assédio moral em empresas portuguesas. Artigo apresentado no II Congresso Internacional de Ciências Jurídico-Empresariais, Leiria. Appelbaum, S. H., Deguire, K. J. & Lay, M. (2005). The relationship of ethical climate to deviant workplace behaviour. Corporate Governance: The International Journal of Business in Society, 5(4), 43-55.
Arbuckle, J. L. (1997). Amos user's guide version 3.6. Chicago: Smallwaters Corporation. Astrauskaite, M., Notelaers, G., Medisauskaite, A. & Kern, R. M. (2015). Workplace harassment:
Deterring role of transformational leadership and core job characteristics. Scandinavian Journal of Management, 31(1), 121-135.
Avolio, B. J. & Bass, B. M. (1991). The multi-factor leadership questionnaire. Palo Alto, Califórnia: Consulting Psychologists Press.
Azzi, R. G. (2011). Desengajamento moral na perspectiva da teoria social cognitiva. Psicologia: Ciência e Profissão, 31(2), 208-219.
Bandura, A. (1977). Social learning theory. Englewood Cliffs, New Jersey: Prentice-Hall.
Bandura, A. (1986). Social Foundations of Thought and Action: A Social Cognitive Theory. Englewood Cliffs, New Jersey: Prentice-Hall.
Bandura, A. (1999). Social cognitive theory: An agentic perspective. Asian Journal of Social Psychology, 2(1), 21-41.
Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press. Bello, S. M. (2012). Impact of ethical leadership on employee job performance. International
Blau, P. M. (1964). Exchange and power in social life. New York: Academic Press.
Bobroff, M. C. C. & Martins, J. T. (2013). Assédio moral, ética e sofrimento no trabalho. Revista Bioética, 21(2), 251-258.
Brown, M. E. & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.
Brown, M. E., Treviño, L. K. & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134.
Bulutlar, F. & Öz, E. Ü. (2009). The effects of ethical climates on bullying behaviour in the workplace. Journal of Business Ethics, 86(3), 273-295.
Campos, I. C., Silva, L., Trevisan, R. L. & Cruz, R. M. (2012). Moral harassment at work model and inability. Work, 41, 2060-2067.
Cemaloğlu, N. (2011). Primary principals' leadership styles, school organizational health and workplace bullying. Journal of Educational Administration, 49(5), 495-512.
Claybourn, M. (2011). Relationships between moral disengagement, work characteristics and workplace harassment. Journal of Business Ethics, 100(2), 283-301.
Cohen, J. (1988). Statistical power analysis for the behavioral sciences. Hillsdale: Lawrence Erlbaum Associate.
Correio, F. M. M & Correio. B. F. V. B. A. (2017). Uma análise das relações entre suporte organizacional e comprometimento duplo de empregados no modelo outsourcing. Revista de Ciências da Administração, 19(49), 44-56.
Coskuner, S., Costur, R., Bayhan-Karapinar, P., Metin-Camgoz, S., Ceylan, S., Demirtas-Zorbaz, S., Aktas, E. F. & Ciffiliz, G. (2018). Mobbing, Organizational Identification, and Perceived Support: Evidence from a Higher Education Institution. Eurasian Journal of Educational Research, 18(73), 19-40.
Coyne, I., Seigne, E. & Randall, P. (2000). Predicting workplace victim status from personality. European Journal of Work and Organizational Psychology, 9(3), 335-349.
Cropanzano, R., Anthony, E. L., Daniels, S. R. & Hall, A. V. (2017). Social exchange theory: A critical review with theoretical remedies. Academy of Management Annals, 11(1), 1-38. Cropanzano, R. & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary
review. Journal of Management, 31(6), 874-900.
Damásio, B. F. (2012). Uso da análise fatorial exploratória em psicologia. Avaliação Psicológica, 11(2), 213-228.
Deluga, R. J. (1990). The effects of transformational, transactional, and laissez faire leadership characteristics on subordinate influencing behavior. Basic and Applied Social Psychology, 11(2), 191-203.
Deluga, R. J. (1992). The relationship of leader-member exchange with laissez-faire, transactional, and transformational leadership. Greensboro, NC: Center for Creative Leadership.
Demirtas, O. & Akdogan, A. A. (2015). The effect of ethical leadership behavior on ethical climate, turnover intention, and affective commitment. Journal of Business Ethics, 130(1), 59-67.
Di Martino, V., Hoel, H. & Cooper, C. (2003). Preventing violence and harassment in the workplace. Dublin: European Foundation for the Improvement of Living and Working Conditions.
Dussault, M. & Frenette, É. (2015). Supervisors' transformational leadership and bullying in the workplace. Psychological Reports, 117(3), 724-733.
Einarsen, S. (2000). Harassment and bullying at work: A review of the Scandinavian approach. Aggression and Violent Behavior, 5(4), 379-401.
Einarsen, S. & Hoel, H. (2001). The Negative Acts Questionnaire: Development, Validation and Revision of a Measure of Bullying at Work. Paper presented at the 10th European Congress on Work and Organizational Psychology, Prague.
Einarsen, S., Hoel, H., Zapf, D. & Cooper, C. (2003). Bullying and emotional abuse in the workplace: International perspectives in research and practice. London: Taylor & Francis Group.
Einarsen, S. & Raknes, B. I. (1997). Harassment in the workplace and the victimization of men. Violence and Victims, 12(3), 247-263.
Engelbrecht, A. S., Van Aswegen, A. S. & Theron, C. C. (2005). The effect of ethical values on transformational leadership and ethical climate in organisations. South African Journal of Business Management, 36(2), 19-26.
Ertureten, A., Cemalcilar, Z. & Aycan, Z. (2013). The relationship of downward mobbing with leadership style and organizational attitudes. Journal of Business Ethics, 116(1), 205-216. Eurofound (2019). Working conditions and workers’ health. Luxembourg: Publications Office of
the European Union.
Ferris, G. R., Zinko, R., Brouer, R. L., Buckley, M. R. & Harvey, M. G. (2007). Strategic bullying as a supplementary, balanced perspective on destructive leadership. The Leadership Quarterly, 18(3), 195-206.
Fornell, C. & Larcker, D. F. (1981). Evaluating Structural Equation Models with Unobservable Variables and Measurement Error. Journal of Marketing Research, 18(1), 39-50.
Francioli, L., Conway, P. M., Hansen, Å. M., Holten, A. L., Grynderup, M. B., Persson, R., Mikkelsen, E. G., Costa, G. & Høgh, A. (2018). Quality of leadership and workplace bullying: The mediating role of social community at work in a two-year follow-up study. Journal of Business Ethics, 147(4), 889-899.
Fritzsche, D. J. (2000). Ethical climates and the ethical dimension of decision making. Journal of Business Ethics, 24(2), 125-140.
George, D. & Mallery, P. (2003). SPSS for Windows step by step: A simple guide and reference. Boston: Allyn & Bacon.
Gibney, R., Zagenczyk, T. J. & Masters, M. F. (2009). The negative aspects of social exchange: An introduction to perceived organizational obstruction. Group & Organization Management, 34(6), 665-697.
Glasø, L., Matthiesen, S. B., Nielsen, M. B. & Einarsen, S. (2007). Do targets of workplace bullying portray a general victim personality profile? Scandinavian Journal of Psychology, 48(4), 313-319.
Glina, D. M. R. & Soboll, L. A. (2012). Intervenções em assédio moral no trabalho: uma revisão da literatura. Revista Brasileira de Saúde Ocupacional, 37(126), 269-283.
Grojean, M. W., Resick, C. J., Dickson, M. W. & Smith, D. B. (2004). Leaders, values, and organizational climate: Examining leadership strategies for establishing an organizational climate regarding ethics. Journal of Business Ethics, 55(3), 223-241.
Hair, J. F., Anderson, R. E., Tatham, R. L. & Black, W. C. (2005). Análise Multivariada de Dados. Porto Alegre: Bookman.
Hair, J. F., Black, W. C., Babin, B. J. & Anderson, R. E. (2010). Multivariate Data Analysis. New York: Pearson.
Hansen, S. D. (2011). Ethical leadership: A multifoci social exchange perspective. The Journal of Business Inquiry, 10(1), 41-55.
Hansen, S. D., Alge, B. J., Brown, M. E., Jackson, C. L. & Dunford, B. B. (2013). Ethical leadership: Assessing the value of a multifoci social exchange perspective. Journal of Business Ethics, 115(3), 435-449.
Harvey, S. & Keashly, L. (2005). Emotional abuse: how the concept sheds light on the understanding of psychological harassment (in Québec). Perspectives interdisciplinaires sur le travail et la santé, 7(3), 1-17.
Hauge, L. J., Einarsen, S., Knardahl, S., Lau, B., Notelaers, G. & Skogstad, A. (2011). Leadership and role stressors as departmental level predictors of workplace bullying. International Journal of Stress Management, 18(4), 305-323.
Hauge, L. J., Skogstad, A. & Einarsen, S. (2009). Individual and situational predictors of workplace bullying: Why do perpetrators engage in the bullying of others? Work & Stress, 23(4), 349-358.
Heloani, R. (2004). Assédio moral: um ensaio sobre a expropriação da dignidade no trabalho. RAE-eletrônica, 3(1).
Hepworth, W. & Towler, A. (2004). The effects of individual differences and charismatic leadership on workplace aggression. Journal of Occupational Health Psychology, 9(2), 176-185.
Hirigoyen, M. F. (1999). Assédio, coação e violência no quotidiano. Lisboa: Pergaminho. Hirigoyen, M. F. (2002). O assédio no trabalho. Lisboa: Pergaminho.
Hoel, H., Glasø, L., Hetland, J., Cooper, C. L. & Einarsen, S. (2010). Leadership styles as predictors of self‐ reported and observed workplace bullying. British Journal of Management, 21(2), 453-468.
Hutchinson, M. & Hurley, J. (2013). Exploring leadership capability and emotional intelligence as moderators of workplace bullying. Journal of Nursing Management, 21(3), 553-562. Ismail, A., Mohamad, M. H., Mohamed, H. A. B., Rafiuddin, N. M. & Zhen, K. W. P. (2010).
Transformational and Transactional Leadership Styles as a Predictor of Individual Outcomes. Theoretical & Applied Economics, 6(547), 89-104.
Jacoby, A. R., Falcke, D., Lahm, C. R. & Nunes, G. J. (2009). Assédio moral: uma guerra invisível no contexto empresarial. Revista Mal-Estar e Subjetividades, 9(2), 619-645.
Jennifer, D., Cowie, H. & Ananiadou, K. (2003). Perceptions and experience of workplace bullying in five different working populations. Aggressive Behavior, 29(6), 489-496.
Jóhannsdóttir, H. L. & Ólafsson, R. F. (2004). Coping with bullying in the workplace: The effect of gender, age and type of bullying. British Journal of Guidance & Counselling, 32(3), 319- 333.
Johnson, J. F. & Buckley, M. R. (2015). Multi-level organizational moral disengagement: Directions for future investigation. Journal of Business Ethics, 130(2), 291-300.
Judge, T. A. & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta- analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768. Kiazad, K., Restubog, S. L. D., Zagenczyk, T. J., Kiewitz, C. & Tang, R. L. (2010). In pursuit of
power: The role of authoritarian leadership in the relationship between supervisors’ Machiavellianism and subordinates’ perceptions of abusive supervisory behavior. Journal of Research in Personality, 44(4), 512-519.
Kim, U., Yang, K. S. & Hwang, K. K. (2006). Indigenous and Cultural Psychology: Understanding People in Context. New York: Springer Science & Business Media.
Kobe, L. M., Reiter-Palmon, R. & Rickers, J. D. (2001). Self-reported leadership experiences in relation to inventoried social and emotional intelligence. Current Psychology, 20(2), 154- 163.
Lambe, C. J., Wittmann, C. M. & Spekman, R. E. (2001). Social exchange theory and research on business-to-business relational exchange. Journal of Business-to-Business Marketing, 8(3), 1-36.
Laschinger, H. K. S. & Fida, R. (2014). A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. European Journal of Work and Organizational Psychology, 23(5), 739-753.
Leymann, H. (1990a). Mobbing and psychological terror at workplaces. Violence and Victims, 5(2), 119-126.
Leymann, H. (1990b). Manual of the LIPT questionnaire for assessing the risk of psychological violence at work. Stockholm: Violen.
Leymann, H. (1996). The Content and Development of Mobbing at Work. European Journal of Work and Organizational Psychology, 5(2),165-184.
Lima, T. E. P. B. & Gunther, L. E. (2016). A Ética Empresarial e o Assédio Moral: O fenômeno do assédio moral e a busca de uma atuação preventiva da atividade empresarial para resgate da ética profissional. Revista de Direitos Sociais, Seguridade e Previdência Social, 2(2), 38- 55.
Linton, D. K. & Power, J. L. (2013). The personality traits of workplace bullies are often shared by their victims: Is there a dark side to victims? Personality and Individual Differences, 54(6), 738-743.
Loi, R., Lam, L. W., Ngo, H. Y. & Cheong, S. (2015). Exchange mechanisms between ethical leadership and affective commitment. Journal of Managerial Psychology, 30(6), 645-658. Machado, D. Q., Ipiranga, A. S. & Matos, F. R. (2013). “Quero matar meu chefe”: Retaliação e
ações de assédio moral. Revista Pretexto, 14(1), 52-70.
Mann, C. J. (2003). Observational research methods. Research design II: cohort, cross sectional, and case-control studies. Emergency Medicine Journal, 20(1), 54-60.
Marcondes, A. L. & Dias, R. (2011). Características do bullying como um tipo de assédio moral nas organizações. Revista Pensamento Contemporâneo em Administração, 5(1), 80-87. Mathisen, G. E., Einarsen, S. & Mykletun, R. (2011). The relationship between supervisor
personality, supervisors’ perceived stress and workplace bullying. Journal of Business Ethics, 99(4), 637-651.
Matthiesen, S. B. & Einarsen, S. (2007). Perpetrators and targets of bullying at work: Role stress and individual differences. Violence and Victims, 22(6), 85-105.
Mayer, D. M., Kuenzi, M. & Greenbaum, R. L. (2010). Examining the Link Between Ethical Leadership and Employee Misconduct: The Mediating Role of Ethical Climate. Journal of Business Ethics, 95(1), 7-16.
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M. & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108(1), 1-13.
Mayhew, C. & Chappell, D. (2007). Workplace violence: An overview of patterns of risk and the emotional/stress consequences on targets. International Journal of Law and Psychiatry, 30, 327–339.
McClelland, S. B. (1994). Training Needs Assessment Data‐ gathering Methods: Part 1, Survey Questionnaires. Journal of European Industrial Training, 18(1), 22-26.
McKay, R., Ciocirlan, C. E. & Chung, E. (2010). Thinking strategically about workplace bullying in organizations. Journal of Applied Management and Entrepreneurship, 15(4), 73-93. Neuberger, O. (1995). Mikropolitik. Der alltägliche Aufbau und Einsatz von Macht in
Organisationen (Micropolitics. The everyday construction and use of power in organisations). Stuttgart: Enke.
Nielsen, M. B. (2013). Bullying in work groups: The impact of leaderhip. Scandinavian Journal of Psychology, 54(2), 127-136.
Nunnally, J. C. (1978). Psychometric theory. New York: McGraw-Hill.
Omair, A. (2015). Selecting the appropriate study design for your research: Descriptive study designs. Journal of Health Specialties, 3(3), 153-156.
O’Moore, M. & Lynch, J. (2007). Leadership, working environment and workplace bullying. International Journal of Organization Theory & Behavior, 10(1), 95-117.
Onorato, M. (2013). An empirical study of unethical leadership and workplace bullying in industry segments. SAM Advanced Management Journal, 78(2), 4-16.
Parzefall, M. R. & Salin, D. M. (2010). Perceptions of and reactions to workplace bullying: A social exchange perspective. Human Relations, 63(6), 761-780.
Pedroso, V. G., Limongi, A. C., Martins, F. D. A. S., Hrdlicka, H., Jorge, S. M. & Cornetta, V. K. (2006). Aspetos conceituais de assédio moral: um estudo exploratório. Revista de Administração e Saúde, 8(33), 139-147.
Peduzzi, M. C. (2007). Assédio moral. Revista do TST, 73(2), 25-45.
Peterson, D. K. (2002). Deviant Workplace Behaviour and the Organisation’s Ethical Climate. Journal of Business and Psychology, 17(1), 47–61.
Pilati, R. & Laros, J. A. (2007). Modelos de equações estruturais em psicologia: conceitos e aplicações. Psicologia: Teoria e Pesquisa, 23(2), 205-216.
Robinson, S. L. (2008). Dysfunctional workplace behaviour. Los Angeles: SAGE Publications Inc. Sagnak, M. (2010). The relationship between transformational school leadership and ethical
climate. Educational Sciences: Theory and Practice, 10(2), 1135-1152.
Salin, D. (2001). Prevalence and forms of bullying among business professionals: A comparison of two different strategies for measuring bullying. European Journal of Work and Organizational Psychology, 10(4), 425-441.
Salin, D. (2003). Ways of explaining workplace bullying: A review of enabling, motivating and precipitating structures and processes in the work environment. Human Relations, 56(10), 1213-1232.
Saunders, P., Huynh, A. & Goodman-Delahunty, J. (2007). Defining workplace bullying behaviour professional lay definitions of workplace bullying. International Journal of Law and Psychiatry, 30, 340-354.
Shahbazi, G., Naami, A. & Aligholizadeh, S. (2013). An empirical study of the relationship between three components of paternalistic leadership and workplace bullying: The case of an Iranian bank. World Applied Sciences Journal, 22(12), 1814-1821.
Shallcross, L., Sheehan, M. & Ramsay, S. (2008). Workplace mobbing: Experiences in the public sector. International Journal of Organisational Behaviour, 13(2), 56-70.
Sheehan, M. (1999). Workplace bullying: Responding with some emotional intelligence. International Journal of Manpower, 20(1/2), 57-69.
Shin, Y. (2012). CEO ethical leadership, ethical climate, climate strength, and collective organizational citizenship behavior. Journal of Business Ethics, 108(3), 299-312.
Shin, Y., Sung, S. Y., Choi, J. N. & Kim, M. S. (2015). Top management ethical leadership and firm performance: Mediating role of ethical and procedural justice climate. Journal of Business Ethics, 129(1), 43-57.
Skogstad, A., Einarsen, S., Torsheim, T., Aasland M. S. & Hetland H. (2007). The destructiveness of laissez-faire leadership behaviour. Journal of Occupational Health Psychology, 12(1), 80–92.
Sloan, L. M., Matyók, T., Schmitz, C. L. & Short, G. F. L. (2010). A story to tell: Bullying and mobbing in the workplace. International Journal of Business and Social Science, 1(3), 87- 97.
Smith, P. K., Singer, M., Hoel, H. & Cooper, C. L. (2003). Victimization in the school and the workplace: Are there any links? British Journal of Psychology, 94(2), 175-188.
Soylu, S. (2011). Creating a family or loyalty-based framework: The effects of paternalistic leadership on workplace bullying. Journal of Business Ethics, 99(2), 217-231.
Stouten, J., Baillien, E., Van den Broeck, A., Camps, J., De Witte, H. & Euwema, M. (2010). Discouraging bullying: The role of ethical leadership and its effects on the work environment. Journal of Business Ethics, 95(1), 17-27.
Swearer, S. M., Wang, C., Berry, B. & Myers, Z. R. (2014). Reducing bullying: Application of social cognitive theory. Theory Into Practice, 53(4), 271-277.
Taasoobshirazi, G. & Wang, S. (2016). The performance of the SRMR, RMSEA, CFI, and TLI: An examination of sample size, path size, and degrees of freedom. Journal of Applied Quantitative Methods, 11(3), 31-40.
Tavanti, M. (2011). Managing toxic leaders: Dysfunctional patterns in organizational leadership and how to deal with them. Human Resource Management, 127-136.
Thornton, M. (2004). Corrosive Leadership (Or Bullying by Another Name): a corollary of the corporatised academy? Australian Journal of Labour Law, 17, 161-184.
Torres A., Costa, D., Sant´Ana, H., Coelho, B. & Sousa I. (2016). Assédio sexual e moral no local de trabalho. Lisboa: Comissão para a Igualdade no Trabalho e no Emprego (CITE). Treviño, L. K., Brown, M. & Hartman, L. P. (2003). A qualitative investigation of perceived
executive ethical leadership: Perceptions from inside and outside the ethical suite. Human Relations, 56(1), 5-37.
Trijueque, D. G. & Gómez, J. L. G. (2010). Profiles of social skills, coping strategies, and perceived social support in mobbed workers. Psicopatología Clínica Legal y Forense, 10(1), 7-22.
Turte, S. L., Correa, M. E., Luz, A. A. & Fischer, F. M. (2012). Harassment at work? Empowerment and autonomy as coping strategies of young workers. Work, 41, 5674- 5676.
Van Aswegen, A. S. & Engelbrecht, A. S. (2009). The relationship between transformational leadership, integrity and an ethical climate in organizations. SA Journal of Human Resource Management, 7(1), 1-9.
Vandekerckhove, W. & Commers, M. S. R. (2003). Downward workplace mobbing: a sign of the times? Journal of Business Ethics, 45(1/2), 41-50.
Victor, B. & Cullen, J. B. (1987) A theory and measure of ethical climates in organizations. Research in Corporate Social Performance and Policy, 9, 51-71.
Victor, B. & Cullen, J. B. (1988) The organizational bases of ethical work climates. Administrative Science Quarterly, 33, 101-125.
Walker, D. H. T. (1997). Choosing an appropriate research methodology. Construction Management and Economics, 15(2), 149-159.
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S. & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Theory-Based Measure. Journal of Management, 34(1), 89-126.
Warszewska-Makuch, M., Bedyńska, S. & Żołnierczyk-Zreda, D. (2015). Authentic leadership, social support and their role in workplace bullying and its mental health consequences. International Journal of Occupational Safety and Ergonomics, 21(2), 128- 140.
Yamada, D. C. (2008). Workplace bullying and ethical leadership. Journal of Values-Based Leadership, 1(2), 1-13.
Zhu, W., Avolio, B. J, Riggio, R. E. & Sosik, J. J. (2011). The effect of authentic transformational leadership on follower and group ethics. The Leadership Quarterly, 22(5), 801-817.
Apêndice A
Instrumento de Recolha de Dados
Questionário
Caro(a) Participante,
No âmbito do Mestrado em Gestão de Recursos Humanos da Universidade do Minho, encontro-me a realizar um trabalho de investigação onde o presente questionário se destina a recolher informação com o intuito de analisar as relações existentes entre os estilos de liderança transformacional e ética e os casos de assédio moral e a relação entre o clima organizacional ético e as situações de assédio moral que ocorrem no local de trabalho.
Neste seguimento, solicito a sua colaboração através do preenchimento deste questionário e peço que leia e responda a todas as questões que lhe são colocadas de forma cuidadosa e sincera. Para que responda de forma confortável, é assegurado o anonimato e a
confidencialidade das suas respostas.