本研究旨在瞭解桃園縣國民中學校長分布式領導、教師心理賦權與教師學術樂觀之現況，並分析不同背景變項之教師在知覺校長分布式領導、教師心理賦權與教師學術樂觀之差異情形，且探討三者之間的關係，最後藉由校長分布式領導與教師心理賦權對教師學術樂觀進行預測。 本研究採調查研究法，共計抽樣30所學校，發出690份問卷，回收480份有效問卷，問卷有效率達69.97%。資料處理分別以描述性統計、獨立樣本t檢定、單因子變異數分析、皮爾遜積差相關及多元逐步迴歸分析等統計方式進行統計分析。 本研究獲致以下之結論： 一、 桃園縣國民中學教師知覺校長分布式領導為中高程度，以「校長的自信與謙遜」之知覺程度為最高，「營造信任的文化」之知覺程度最低。 二、 桃園縣國民中學教師有中高程度之教師心理賦權表現，以「影響力」的知覺為最高，「能力」之知覺為最低。 三、 桃園縣國民中學教師有中高程度之教師學術樂觀表現， 以「效能感」的知覺為最高，「學術強調」之知覺為最低。 四、 桃園縣國民中學教師，因其年齡、擔任職務、學校規模及學校歷史之不同，而有不同的校長分布式領導知覺感受，以51歲（含）以上之主任，並服務於學校規模12班（含）以下擁有21年（含以下）、41-60年、及61年（含以上）學校歷史之教師知覺程度較高。 五、 桃園縣國民中學教師，因其年齡、服務年資、學校規模及學校歷史之不同，而表現出不同程度的教師心理賦權，以年齡51歲（含）以上且年資超過21年，目前服務於學校規模13-48班擁有20年以下學校歷史之教師在知覺教師心理賦權程度較高。 六、 桃園縣國民中學教師，因其年齡及服務年資之不同，而有不同的教師學術樂觀知覺感受，以年齡51歲（含）以上並服務超過21年之學校教師在知覺教師學術樂觀程度較高。 七、 桃園縣國民中學校長分布式領導、教師心理賦權與教師學術樂觀的知覺及各分層面，彼此之間具有正相關的關係。 八、 桃園縣國民中學校長分布式領導、教師心理賦權對教師學術樂觀具有預測作用，以「校長分布式領導」的預測力最佳。 最後依據研究結果與結論，提出具體建議，以供教育行政機關、學校校長與教師以及未來研究的參考。 / The purpose of this study was to investigate the current development of principal’s distributed leadership, teachers’ psychological empowerment, and teachers’ academic emphasis in secondary schools of Taoyuan County, and to analyze the difference between teachers of different background variables, and to explore the relationship among the three variables. This study has aimed to predict teachers’ academic emphasis through principal’s distributed leadership and teachers’ psychological empowerment. Through the use of questionnaire survey method, data were collected from 30 secondary schools, distributing 690 questionnaires in total. Valid questionnaires of 480 were collected, with a usable rate of 69.97%. All data were analyzed by the methods of descriptive statistics, independent t-test, one-way ANOVA, Pearson correlation, and multiple regression. The conclusions of this study are as follows: 1. Secondary school teachers’ perception of principal’s distributed leadership is above average, in which the item “principals’ self-confidence” and “humility”was the highest, and “creating a culture of trust” was the lowest. 2. Secondary school teachers’ perception of teachers’ psychological empowerment is above average, in which the item “impact” was the highest, and “competence” was the lowest. 3. Secondary school teachers’ perception of teachers’ academic optimism is above average, in which the item “self-efficacy” was the highest, and “academic emphasis” was the lowest. 4. There are significant differences in the secondary school teachers’ perception of principals’ distributed leadership in terms of age, position, scale of school, and age of school. 5. There are significant differences in the secondary school teachers’ perception of teachers’ psychological empowerment in terms of age, years of service, scale of school, and age of school. 6. There are significant differences in the secondary school teachers’ perception of academic emphasis in terms of age and years of service. 7. There is a positive correlation among the principals’ distributed leadership, teachers’ psychological empowerment, and teachers’ academic optimism. 8. Principal’s distributed leadership and teachers’ psychological empowerment have a predictive effect on teachers’ academic optimism.

The diploma thesis aims on the employee empowerment, both the psychological empowerment (PE) and its antecedents - the structuctural empowerment (SE) and the leadership empowerment behaviour (LEB). The theoretical part gives a definition and an overview of the above mentioned terms including studies that deal with their relations, and also it describes consequences of the empowerment that can be on the individual, team or organizational level. Based on knowledge from the literature research the comprehensive model of the empowerment was build. In the second part there are analyzed following relations: the structural - psychological empowerment relation, the leadership empowerment behaviour - psychological empowerment relation and the structural empowerment - leadership empowerment behaviour relation. For obtaining the data the questionnaire was used. The results pointing at some potentionally problematic parts of empowerment in the organizations are introduced in the discussion and the conclusion.

La presente investigación tiene como objetivo analizar la relación entre el empoderamiento psicológico en el trabajo, y la personalidad proactiva de ingenieros, del rubro minero, de una empresa privada de Lima, Metropolitana. Para este propósito se evaluaron 210 trabajadores con edades entre 25 y 56 años.  Se utilizó la Escala de empoderamiento psicológico en el trabajo, elaborada por Spreitzer, y adaptada por Albar, García, López & Garrido (2012); y la Escala de Personalidad Proactiva desarrollado por Bateman & Crant (1993). Se encontró que los componentes de empoderamiento psicológico en el trabajo tienen una correlación positiva y significativa con la personalidad proactiva. Estos hallazgos revelan la importancia de ambas variables en el ambiente organizacional. / The objective of this research is to analyze the relationship between psychological empowerment at work and proactive personality in a group of engineers of the mining sector from a private company in Lima, Metropolitana. For this purpose, 210 workers between the ages of 25 and 56 years were assessed. The following tests: the Psychological empowerment at work scale of Spreitzer and adapted by Albar, García, López & Garrido (2012), and the Proactive Personality scale developed by Bateman & Crant (1993) were used. It was found that the components of psychological empowerment at work correlate positive and significantly with proactive personality. These results reveal the importance of both psychological variables in the organizational environment. / Tesis

“Social integration” is a construct referred to in workgroup and organisational research, in particular in research focused on understanding workplace diversity. The present research examined how the social integration construct could be more clearly conceptualised and measured in the South African context. Guided by Hinkin’s (1998) scale development framework, the research seeks to contribute to the early stages of the development of a scale of social integration, suited for use in South African workplaces. Items were generated theoretically, leading to a final pool of 72 items. 620 usable responses were received from individuals employed in organisations in South Africa and this sample was randomly split into two samples of 310 participants each: a “calibration” and “validation” sample. On the calibration sample, exploratory factor analysis (EFA) was conducted in order to examine emerging first- and higher-order latent variable structures. EFA led to the development of a first-order, seven-factor model. Exploratory extension analysis generated three possible higher-order latent variable structures. Using confirmatory factor analysis (CFA), both the first- and higher-order models were fitted to the “validation” sample to test if the models generalised to a second sample drawn from the same population. Results indicated that the first-order model demonstrated an adequate fit, as well as two of the three higher-order models. The fit of these two higher-order models did not differ significantly. Post-hoc analyses determined that, while social integration can be considered a meaningful higherorder construct, the construct has theoretical rather than practical relevance for researchers. Responses to the proposed scale of social integration should be interpreted at the level of the identified first-order constructs rather than as a single scale representing the higher order, abstract social integration construct. The generalisability and contextual nature of the research findings, suggestions for future research, and the theoretical and practical limitations of the present research are discussed.

Syfte: Syftet med denna studie är att undersöka hur transformativt ledarskap påverkar svenska fastighetsmäklares säljprestationer genom dess effekt på attitydsvariablerna psykologiskt bemyndigande, upplevd själveffektivitet och medarbetarkraft samt beteendevariabeln prestationssträvan. Metod: Denna studie är grundad i en kvantitativ forskningsmetod med deduktiv ansats. En enkätundersökning har genomförts där fastighetsmäklare besvarat frågor om sig själva och sina chefer för att möjliggöra en undersökning av hur transformativt ledarskap påverkar deras säljprestationer. Resultat & slutsats: Resultatet av denna studie visar att transformativt ledarskap påverkar svenska fastighetsmäklares säljprestationer positivt genom dess effekt på attitydsvariabler och prestationssträvan. Det transformativa ledarskapets positiva påverkan är dock relativt låg och resultatet indikerade på att attitydsvariablerna hos fastighetsmäklare har större positiv påverkan på varandra än vad transformativt ledarskap har på dessa. Resultatet visade även att attitydsvariablerna, specifikt medarbetarkraft, direkt påverkar säljprestationer hos fastighetsmäklare starkare än den effekt transformativt ledarskap har på säljprestation genom dess indirekta påverkan på fastighetsmäklares attityder och prestationssträvan. Examensarbetets bidrag: Denna studie bidrar med kunskap om hur transformativt ledarskap påverkar svenska fastighetsmäklares säljprestationer. Studien bidrar med resultat som visar att ledarskapet har betydelse och påverkar fastighetsmäklares säljprestationer positivt. Studien visar vidare att attitydsvariablerna själva har större betydelse för fastighetsmäklares säljprestationer, framför allt medarbetarkraft. Förslag till fortsatt forskning: Vidare forskning kan göras för att utreda om det finns andra variabler än transformativt ledarskap som påverkar fastighetsmäklares säljprestationer positivt. / Aim: The purpose of this study is to investigate how transformational leadership affects swedish real estate agents' sales performance through its effects on the attitude variables psychological empowerment, perceived self-efficacy and employee vigor and lastly the behavior variable accomplishment-striving. Method: This study is based on a quantitative research method with a deductive approach. A survey has been carried out where real estate agents responded to questions about themselves and their managers to enable an examination on how transformational leadership affects their sales performance. Result & Conclusions: The results of this study show that transformational leadership has a positive effect on Swedish real estate agents' sales performance through its effect on attitude variables and accomplishment striving. However, the positive impact of transformational leadership is relatively low and the results indicate that the attitude variables of real estate agents have a greater positive impact on each other than transformational leadership has on them. The results also showed that the attitude variables, specifically employee vigor, directly affect sales performance of real estate agents more strongly than the effect transformational leadership has on sales performance through its indirect impact on real estate agents' attitudes and accomplishment striving. Contribution of the thesis: This study contributes knowledge about how transformational leadership affects Swedish real estate agents' sales performance. The study contributes with results that show that leadership is important and has a positive effect on real estate agents' sales performance. The study also shows that the attitude variables themselves are more important for real estate agents' sales performance, especially employee vigor. Suggestions for future research: Further research can be done to see if there are other variables than transformational leadership that affect real estate agents' sales performance positively.

[pt] Este estudo examina as associações de liderança servidora e liderança empreendedora com o comportamento inovador no contexto do setor público. Além disso, foi verificado se as relações são mediadas pelo empoderamento psicológico e pelo engajamento, respectivamente. O cerne das hipóteses é de que esses tipos de liderança auxiliam os funcionários a serem mais engajados, empoderados psicologicamente e inovadores. Para testar as hipóteses, foi aplicada modelagem de equações estruturais de mínimos quadrados parciais com dados de uma amostra de 135 servidores públicos de Tribunais de Contas oriundos de 14 Estados brasileiros, obtidas por meio de questionário eletrônico. Para estimar e remover o viés do método comum, foi utilizada a técnica de variável marcadora. Os resultados mostram que os efeitos da liderança servidora no comportamento inovador são totalmente mediados pelo empoderamento psicológico. Além disso, os resultados evidenciam que a liderança empreendedora tem associação direta e positiva com o comportamento inovador, de modo que esses efeitos são parcialmente mediados pelo engajamento. O estudo contribui para o entendimento dos efeitos da liderança servidora e empreendedora, bem como de atributos individuais, no fomento da inovação no setor público. Por fim, são discutidas implicações para a teoria e para a prática de gestão. / [en] This study examines the associations of servant leadership and entrepreneurial leadership with innovative behavior in the context of the public sector. Furthermore, it was verified whether the relationships are mediated by psychological empowerment and engagement, respectively. The core of the hypothesis is that these leadership styles help employees to be more engaged, psychologically empowered and innovative. To test the hypotheses, partial least squares structural equation modeling was applied with data from a sample of 135 public servants from the Courts of Auditors from 14 Brazilian states, obtained through an electronic questionnaire. To estimate and remove the common method bias, a marker variable technique is used. The results demonstrate that the effects of servant leadership on innovative behavior are fully mediated by psychological empowerment. Furthermore, the results show that entrepreneurial leadership has a direct and positive association with innovative behavior, so that these effects are partially mediated by engagement. The study contributes to the understanding of the effects of servant and entrepreneurial leadership, as well as individual attributes, in fostering innovation in the public sector. Finally, contributions to management theory and practice are discussed.

[pt] A crescente adoção pelas organizações de estruturas projetizadas ou matriciais, em um ambiente de alta competitividade traz para o centro das atenções a figura do gerente de projetos, que é o responsável, em última instância pelo desempenho do projeto que comanda. Esse ambiente de alta complexidade, onde o gerente de projetos precisa liderar equipes multidisciplinares e, em alguns casos, não alocadas no mesmo local e sem relação hierárquica, impõe desafios à liderança do gerente de projetos. Assim, o presente estudo se propõe a verificar se traços de humildade e narcisismo nesse gerente, avaliados sob a ótica dos liderados, estão associados com os resultados do projeto, avaliados pelo diretor de projetos ou figura de cargo similar. O trabalho propõe e avalia se essas relações são mediadas pelo empoderamento psicológico ou pelo medo de falhar, sendo o primeiro mobilizado pela humildade do líder e o segundo provocado pelo narcisismo. O estudo foi realizado através de pesquisa quantitativa, baseada em questionários distribuídos e respondidos por 190 liderados e outro questionário sendo respondido pelos 68 diretores dos respectivos projetos. Os achados sugerem que a humildade do líder está positivamente associada com o empoderamento psicológico e com os resultados financeiro e global dos projetos e que o narcisismo do líder está positivamente associado com os resultados de qualidade e global dos projetos. / [en] The increasing adoption by organizations of projected or matrix structures in a highly competitive environment brings to the center of attention the figure of the project manager, who is ultimately responsible for the performance of the project he or she commands. In this highly complex environment, where the project manager needs to lead multidisciplinary teams and, in some cases, not allocated in the same place and without hierarchical relationship, the need for the project manager to emerge as a leader. Thus, the present study aims to verify the relation of the humility and narcissism traits of the leader, evaluated by the led, with the results obtained in the Project, evaluated by the project director or similar position figure. The work examined whether these relations were mediated by psychological empowerment or fear of failure, the first being mobilized by the humility of the leader and the second caused by narcissism. The study was conducted through quantitative research with questionnaires being distributed and answered by 190 followers and another questionnaire being answered by the 68 directors of the respective projects. The findings suggest that humility is positively related with psychological empowerment and projects financial and overall performances and that narcissism is positively related with the projects quality and overall performances.

Cette thèse de doctorat se situe dans le contexte des préoccupations des autorités nationales et des organisations internationales relatives à l’efficacité des organisations publiques dans les pays en développement, dans le cadre des Objectifs du Millénaire pour le développement (OMD) et du programme Éducation pour tous (ÉPT). L’argument du manque de ressources est de plus en plus remis en cause par le constat que certaines organisations disposant de ressources moindres que d’autres de même nature, obtiennent de meilleurs résultats (Barney, 1991; Durand, 1996; Isckia, 2008). Autrement dit, la quantité de ressources n’explique pas tout; il faut considérer d’autres éléments, dont la mobilisation organisationnelle, c’est-à-dire le mouvement obtenu d’une masse critique d’employés qui adoptent des actions positives dans le sens de l’atteinte des objectifs de leur organisation. Cette mobilisation suppose un climat positif auquel contribue la présence de certains états psychologiques ressentis par les employés, notamment les perceptions de soutien et de reconnaissance de la part de l’organisation de même qu’un sentiment d’habilitation psychologique (Tremblay et Simard, 2005). Ces perceptions et ce sentiment constituent les points focaux de la recherche que nous avons menée au sein du Ministère de l’éducation nationale et de l’alphabétisation (MÉNA) du Burkina Faso. L’objectif principal de notre recherche est de décrire ces trois états psychologiques. Le soutien organisationnel perçu (SOP), l’habilitation psychologique (HP) et la reconnaissance perçue ont été explorés à partir des travaux de Eisenberger et al. (1986), de Spreitzer (1995) et de Brun et Dugas (2005) respectivement. Nous avons délibérément choisi la perspective des employés plutôt que celle des pratiques de gestion observées ou déclarées de leurs supérieurs et avons entrepris de connaître leurs perceptions. Ces dernières méritent que l’on s’en préoccupe car aucune politique, mesure ou pratique visant à instaurer un climat organisationnel mobilisant ne peut être efficace si elle n’est pas perçue comme telle par les employés. Utilisant une méthodologie mixte, nous avons recueilli auprès de cadres et de directions d’école, des données sur les trois états psychologiques retenus, à l’aide d’un questionnaire comportant 37 énoncés (65 répondants); d’entrevues individuelles visant à enrichir, compléter, expliciter ou illustrer les informations obtenues par le questionnaire (18 participants); et de deux groupes de discussion autour des résultats de l’analyse préliminaire des réponses au questionnaire (7 participants). Au total, les données ont été recueillies auprès de 73 personnes, certaines d’entre elles ayant à la fois répondu au questionnaire et participé à une entrevue individuelle. Les données ont été traitées par état psychologique à l’aide des logiciels SPSS Statistics 20 (pour les questionnaires) et QDA Miner 4.0.11 (pour les entretiens individuels). Pour chaque énoncé, chaque variable créée et chacune des caractéristiques (fonction, genre et milieu de travail), nous avons d’abord obtenu des mesures de tendances centrales; nous avons poursuivi en ajoutant un second niveau de traitement en combinant les caractéristiques, par exemple : la fonction (cadre ou direction d’école) et le genre (femme ou homme). Nous avons ensuite procédé au codage des verbatims des entretiens en vue d’en extraire des éléments qui corroborent, précisent ou nuancent les résultats de l’analyse des données obtenues par le questionnaire pour chaque état psychologique. L’exploitation des données d’entretiens visait également à identifier des éléments portant sur le thème de la mobilisation au MÉNA. Les résultats des analyses des données issues des questionnaires indiquent globalement que le soutien organisationnel est perçu de façon négative au sein du MÉNA, seule la valorisation du travail réalisé recueillant un sentiment un peu moins négatif. Les répondants se perçoivent habilités psychologiquement; des quatre composantes de l’habilitation psychologique, c’est l’autonomie qui recueille la perception la plus négative. En ce qui concerne la reconnaissance, on observe une perception positive des éléments reliés à la communication et négative lorsqu’il s’agit de l’appréciation du système d’attribution des récompenses. En complément à ces résultats obtenus de l’analyse des données issues du questionnaire, les entretiens ont permis de mettre en lumière le fait que des pratiques efficaces de gestion (par exemple la rapidité des réponses aux demandes, l’application des normes de ponctualité et d’assiduité, la réception régulière du salaire) sont considérées comme des marques de soutien organisationnel. Ces entretiens ont également permis de découvrir un fort potentiel d’implication personnelle et professionnelle des participants rencontrés qui affichaient une disposition favorable à l’augmentation de leur contribution tout en souhaitant une plus grande reconnaissance de leur potentiel. La prise en compte de la fonction, du genre et du milieu de travail a permis de raffiner les analyses. À titre d’exemple: le soutien organisationnel est perçu plus positivement en milieu urbain qu’en milieu rural; les cadres perçoivent positivement la valorisation que le ministère accorde à leur contribution; alors que les directrices d’école ont une appréciation négative de cette valorisation. Le sentiment de compétence est éprouvé de façon plus positive chez les cadres alors que le sentiment d’autonomie est plus positif chez les directions d’école. En milieu urbain, la transmission de l’information, les rencontres avec les supérieurs et les témoignages d’appréciation sont plus présents qu’en milieu rural. Dans cette recherche, qui s’est déroulée dans un contexte subsaharien, nous avons affiché un parti pris pour une approche universaliste plutôt que culturaliste. Tout en reconnaissant que les traditions et la culture font partie de l’environnement organisationnel, nous pensons qu’elles ne sont pas les principaux facteurs explicatifs des comportements des employés dans une organisation. Les propos tenus par certains des participants que nous avons rencontrés renforcent notre conviction que les pratiques de gestion généralement perçues positivement par les employés le sont également dans ce contexte. / This doctoral thesis is situated in the context of national authorities' and international organizations' concerns about the effectiveness of public organizations in developing countries, pursuant to the Millennium Development Goals (MDG) and the Education For All program. The argument of lack of resources has been increasingly challenged by the observation that some organizations with fewer resources than other similar ones produce better results (Barney, 1991; Durand, 1996; Isckia, 2008). This implies that the quantity of resources is not the only determining factor. Other aspects must be considered, such as organizational mobilization, i.e., the movement generated by a critical mass of employees acting in ways that support the achievement of their organization's goals. Mobilization of this kind requires a positive climate that results from the presence of specific psychological states felt by employees, in particular, the perceptions of being supported and recognized by the organization, and a sense of psychological empowerment (Tremblay & Simard, 2005). These perceptions and feelings are the focus of the study we conducted at Burkina Faso's Ministère de l'Éducation nationale and de l'alphabétisation (MÉNA) [National Ministry of Education and Literacy]. The main objective of our research was to describe these three psychological states. We explored perceived organizational support (POS), psychological empowerment and perceived recognition by drawing on the work of Eisenberger et al. (1986), Spreitzer (1995) and Brun & Dugas (2005) respectively. We deliberately chose to work from the perspective of employees, rather than the observed or self-reported management practices of their superiors, and strove to discover theirs perceptions. Perceptions merit attention because no policy, measure, or practice aiming to instill a mobilizing organizational climate will be effective if it is not perceived as such by the employees. Using a mixed methodology, we gathered data from senior educational administrators and school principals on the three selected psychological states with a questionnaire containing 37 statements (65 respondents); individual interviews designed to enrich, supplement, clarify, or illustrate information generated by the questionnaire (18 participants); and two focus groups that reviewed the results of the preliminary analysis of the questionnaire data (7 participants). In all, data were gathered from 73 individuals, some of whom both answered the questionnaire and took part in an individual interview. The data concerning each psychological state were processed using SPSS Statistics 20 software (for the questionnaires) and QDA Miner 4.0.11 (for the individual interviews). For each statement, each variable created, and each of the characteristics (function, gender, and work setting), we first obtained measures of central tendency; we then introduced a second level of processing by combining characteristics, for example, function (senior educational administrator or school principal) and gender (female or male). We then coded the interview transcripts with a view to extracting elements that would confirm, clarify, or nuance the findings of the analysis of questionnaire data for each psychological state. The analysis of the interview data aimed also to identify elements relating to the subject of mobilization within MÉNA. The analysis of questionnaire data generally revealed that organizational support is perceived in a negative way within MÉNA, with only the appreciation of job performance recording a slightly less negative perception. The respondents perceived themselves as psychologically empowered; of the four components of psychological empowerment, autonomy was perceived most negatively. With regard to recognition, we noted a positive perception of elements pertaining to communication and negative perceptions of the reward system. The results of our analysis of the questionnaire data were enriched by the material gathered from the interviews, which revealed that effective management practices (e.g., quick response to requests, application of punctuality and attendance standards, regular pay) are viewed as evidence of organizational support. The interviews also revealed a strong potential for personal and professional commitment on the part of participants, who exhibited readiness to contributing more to the organization in exchange for greater recognition of their potential. We refined our analyses by considering function, gender, and work setting. We observed, for instance, that organizational support is perceived more positively in urban settings than in rural areas; senior educational administrators have a positive perception of the Ministry's recognition of their contribution, whereas school principals have a negative perception of this recognition. The feeling of being competent is more positive among senior administrators, while the sense of autonomy is perceived more positively by school principals. In urban areas, information transmission, meetings with superiors, and expressions of appreciation are more frequent than in rural areas. In this research, which was conducted in a sub-Saharan context, we adopted a "universalist" rather than a "culturalist" approach. While recognizing that traditions and culture are part of the organizational environment, we believe they are not the main factors driving the behaviour of employees in an organization. The comments of some of the participants we met reinforced our conviction that management practices that are usually perceived positively by employees are perceived the same way in this context.

The aim of this study was to examine the impact of role stress (ambiguity and conflict) on job satisfaction through psychological empowerment in the workplace. Data was collected from 314 workers from southern Portugal (M = 35.39, SD =10.66; 69.75% women) age age Results indicated that role conflict had a direct effect on job satisfaction, while the impact of role ambiguity on job satisfaction was totally mediated by meaning and self-determination. Psychosocial interventions in companies should focus on prevention of role stress and pro­ motion of psychological empowerment in the workplace. / El objetivo de este estudio fue analizar el impacto del estrés de rol (ambigüedad y conflicto) sobre la satisfacción laboral a través del empowerment psicológico en el trabajo. Se obtuvieron datos de una muestra de 314 trabajadores del sur de Portugal (M = 35.59, DE = 10.66). edad edad El 69.75% de los participantes fueron mujeres. Los resultados mostraron que el efecto del conflicto de rol fue directo sobre la satisfacción laboral, mientras que el efecto de la ambi­ güedad fue mediado por las dimensiones autodeterminación y significado del empowerment psicológico. Las intervenciones en las empresas deben centrarse en la prevención del estrés de rol y en el aumento del empowerment psicológico. / O objetivo deste estudo é analisar o impacte do stresse de papel (ambiguidade e conflito) sobre a satisfação no trabalho através do empowerment psicológico no trabalho. Os dados foram obtidos através de uma amostra de 314 profissionais ativos do sul de Portugal (M = idade 35.59, DP = 10.66). 69.75% dos participantes eram mulheres. Os resultados mostraram idade que o efeito do conflito de papel sobre a satisfação no trabalho é direto, enquanto que o efeito da ambiguidade sobre a satisfação no trabalho é mediado pelas dimensões autodeter­ minação e significado do empowerment psicológico. As intervenções nas empresas devem centrar-se na prevenção do stresse de papel e no aumento do empowerment psicológico.

In hospitals of Addis Ababa, there is a high turnover of leaders while patient and health workers’ satisfaction is low, and safety and quality are in dire situations. The purpose of this study was to explore and propose strategies to improve effectiveness of hospital leadership in order to enhance the quality of health care provided in hospitals through improving health workers’ empowerment, job satisfaction and patient safety culture. Thus, a sequential explanatory mixed method research design was used. The research had three phases, in which the first phase used five structured questionnaires explored leadership styles, the health workers’ satisfaction and empowerment, patient safety culture, and the patient experience of quality of health care; while the second involved a qualitative study (content analysis); and third phase focused on the preparation of a strategy document. Data in the form of interview responses was gathered from 75 leaders, 542 health workers, 532 patients and 11 key informants. The analysis shows that, overall, hospital leaders considered themselves more transformational (M=2.98, SD=0.41) than transactional (M=2.85, SD=0.46). Job satisfaction of private and public hospital health workers were 70.8 % and 57.1 % respectively (P-value<0.001). In addition, private hospital workers had a higher score in structural and psychological empowerment than their pubic hospital counterparts; the difference was statistically significant in all dimensions (P-value <=0.03). The analysis reveals that public and private hospitals’ mean total patient safety scores were 3.58 and 3.77 respectively (P-value=0.02). Finally, the “overall rating of hospital” was better for private hospitals: 84.8% and 88.4 % respectively (P-value=0.03). The study makes a number of observations. It notes that, firstly, transformational leadership has direct and strong correlation with structural and psychological empowerment (r=0.70, P-value=0.04 and r=0.83, P-value=0.01 respectively). Secondly, structural empowerment has a direct and significant effect on psychological empowerment (β=0.28, P-value=<0.01); and minimal indirect effect on patient safety culture through psychological empowerment (β=0.05, P-value=<0.05). Thirdly, health worker job satisfaction also has had a direct effect on patient safety culture (β=0.44, Pvalue=< 0.01. The fourth and final observation is that psychological empowerment has had a direct and statistically significant effect on patient safety culture (β=0.19, Pvalue=< 0.01). These observations indicate that, although private hospitals are better in every dimension of this study, the current hospitals situation in Addis Ababa needs urgent attention. Hence, the identification and recommendation for the preparation of eight strategic priority areas along with key interventions seeking to improve the hospital leaders’ effectiveness. / Health Studies / D. Litt. et Phil. (Health Studies)