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A presente investigação analisa duas perceções de liderança empiricamente distintas, mas complementares, na Administração Pública Regional dos Açores: a qualidade da relação líder–membro, medida pela Leader–Member Exchange (LMX), e a integridade percebida do líder, avaliada pela Perceived Leader Integrity Scale (PLIS). Com base numa amostra não probabilística de 250 trabalhadores, recolhida entre maio e agosto de 2025, foram aplicadas estatísticas descritivas, correlações de Spearman, comparações entre grupos, regressões lineares e análise fatorial confirmatória. O desenho é transversal e assenta em medidas autorreportadas, pelo que os resultados são interpretados como associações e não como efeitos causais.
Os resultados indicam níveis médios favoráveis de integridade percebida e de qualidade relacional. A PLIS foi recodificada, pelo que valores mais elevados correspondem a maior integridade percebida; a variável de turnover foi igualmente recodificada, representando valores superiores uma maior intenção de permanência. A LMX constituiu o preditor estatístico mais consistente da satisfação, do desempenho e das dimensões do compromisso. A contribuição incremental da PLIS variou entre modelos e alguns sinais de regressão exigem prudência, não devendo ser interpretados como evidência de que a integridade produz resultados desfavoráveis. LMX e PLIS associaram-se a menor propensão para a saída. Verificaram-se ainda diferenças relevantes segundo a função profissional, a antiguidade e o tipo de vínculo. O estudo reforça a necessidade de distinguir qualidade relacional, integridade percebida e liderança ética, bem como de adotar práticas de gestão de pessoas sensíveis aos diferentes segmentos da força de trabalho pública.
This study examines two empirically distinct but complementary leadership perceptions in the Regional Public Administration of the Azores: leader–member exchange quality (LMX) and perceived leader integrity, assessed with the Perceived Leader Integrity Scale (PLIS). Data were obtained from a non-probability sample of 250 employees between May and August 2025 and analysed using descriptive statistics, Spearman correlations, group comparisons, linear regression, and confirmatory factor analysis. Because the design is cross-sectional and based on self-reported measures, the findings are interpreted as associations rather than causal effects. The findings indicate favourable average levels of perceived leader integrity and relational quality. PLIS items were reverse-coded so that higher scores represent greater perceived integrity; turnover intention was also reverse-coded, so higher scores represent a stronger intention to remain. LMX was the most consistent statistical predictor of satisfaction, performance, and the dimensions of commitment. The incremental contribution of PLIS varied across models, and some regression sign reversals require caution rather than a substantive interpretation that integrity produces adverse outcomes. Both LMX and PLIS were associated with lower turnover propensity. Meaningful differences were also observed across occupational function, tenure, and employment status. The study contributes by distinguishing relational leadership quality, perceived leader integrity, and the broader construct of ethical leadership, while highlighting the value of segment-sensitive human resource management in public administration.
This study examines two empirically distinct but complementary leadership perceptions in the Regional Public Administration of the Azores: leader–member exchange quality (LMX) and perceived leader integrity, assessed with the Perceived Leader Integrity Scale (PLIS). Data were obtained from a non-probability sample of 250 employees between May and August 2025 and analysed using descriptive statistics, Spearman correlations, group comparisons, linear regression, and confirmatory factor analysis. Because the design is cross-sectional and based on self-reported measures, the findings are interpreted as associations rather than causal effects. The findings indicate favourable average levels of perceived leader integrity and relational quality. PLIS items were reverse-coded so that higher scores represent greater perceived integrity; turnover intention was also reverse-coded, so higher scores represent a stronger intention to remain. LMX was the most consistent statistical predictor of satisfaction, performance, and the dimensions of commitment. The incremental contribution of PLIS varied across models, and some regression sign reversals require caution rather than a substantive interpretation that integrity produces adverse outcomes. Both LMX and PLIS were associated with lower turnover propensity. Meaningful differences were also observed across occupational function, tenure, and employment status. The study contributes by distinguishing relational leadership quality, perceived leader integrity, and the broader construct of ethical leadership, while highlighting the value of segment-sensitive human resource management in public administration.
Descrição
Tese de Mestrado em Gestão, apresentada à Universidade Aberta
Palavras-chave
Administração pública Compromisso organizacional Integridade percebida do líder Leader–Member Exchange Satisfação laboral Intenção de turnover Açores Public administration Organizational commitment Perceived leader integrity Job satisfaction Turnover intention