Instituto Superior de Ciências Sociais e Políticas

Purpose: This study aims to understand how the way people see their work and the authentizotic character of their organizational climate contribute to the building of a Great Place to Work.
Design/methodology/approach: This paper presents the results of a quantitative investigation that correlate the perceptions of organizational climate and the work orientations of professionals with different occupations on Portuguese lifelong education centers.
Findings: The study indicates that all the core elements of an authentizotic organization contribute to explain what people potentially expect from their companies: adequate material
conditions plus a meaningful contribution.
Practical implications: The study has implications in the future for National Qualification Agency directors, education politicians and human resource managers who are responsible for
providing good expectations within a healthy context of talent retention.
Originality/value: The novel contribution of this paper is the finding that employee’s work orientations and authentizotic climate are related to each other in a Lifelong learning Center in the public education sector.
Keywords: work orientation, authentizotic organizational climates, great places to work, lifelong learning

Authentic Leadership (AL) literature supports the existence of a positive relationship between perceived
AL, follower work engagement, and positive attitudes like calling. Our research doesn’t confirm that rela-tionship and fosters the possibility of AL influence could not be felt by employees. It was also expected,
theoretically, a positive effect of Calling as well as with trust. We have found a significant negative effect
on the relationship between AL and calling. But our findings brought some positive insights. There was a
positive significant relationship between calling and work engagement. Calling had also moderated, with
a positive significant result, the relationship between AL and work engagement. Future research should
focus on the importance of perceived AL within the education public services, and the significant effect of
calling on work engagement. Our study suggests that organizations could promote employee calling work
orientation, stimulate leaders to become more authentic, and improve positively organization performance.

Purpose: Construct the structure of trust-building perceived by principals in Portuguese public
schools.
Design/methodology/approach: A grounded theory approach applied to a survey of open
questions answered by school’s principals.
Findings: (1) self-trust is the single trait common to all respondents; (2) compassion is a
striking antecedent in the process of other-trust; compassionateness and assertiveness must
combine with one another to achieve leadership based on smart trust, what is outlined in a
matrix model built from the data.
Research limitations/implications: The major limitation of this study was the impossibility
to conduct face-to-face interviews given the limitation of free time alleged by the principals. In
order to solve that limitation we decide to use the grounded theory approach.
Practical implications: The consideration of a symbiosis category of the behaviors of principals can trigger positive expectations among the players who until now did not understand how it is possible to bring together the best of the worlds of management and leadership in a balanced way, with efficiency in authenticity.
Social implications: The aforementioned dyadic model reflects a psychological state based on the belief that others do not take advantage of us, showing that trust is an essential element in
positive human relations and becomes a strategic issue.
Originality/value: The present study found that “pure” positive behaviors, as being compassionate, might need to be tempered or complemented with other behaviors such as assertiveness, to become really effective.

The purpose of this article is to understand, learn and disseminate the Cubrix framework
among actual companies  that need innovative solutions  for organizational development.
Especially in Portuguese-speaking countries, this framework is welcomed.

Esta tese tem como objetivo procurar respostas para a seguinte pergunta de
partida: Na perceção dos profissionais, qual é a relação que existe entre a liderança
autêntica e os comportamentos positivos nas escolas públicas portuguesas? Nesse
sentido, usamos estudos empíricos, dois quantitativos e um qualitativo, para testar essa
relação com os comportamentos declarados, chamamento e envolvimento no trabalho,
por professores e, confiança, pelos diretores das escolas. Concluímos que todos os
elementos essenciais de uma organização autentizótica contribuem para explicar o que
as pessoas esperam potencialmente das suas organizações: condições materiais
adequadas e uma contribuição com sentido. Não confirmámos a relação entre a
liderança autêntica (LA) e os comportamentos positivos. Isso promoveu mesmo a
possibilidade da influência da LA não ser sentida pelos seguidores. No entanto,
verificou-se uma relação positiva e significativa entre o chamamento e o envolvimento
no trabalho. O chamamento moderou ainda, com um resultado positivo e significativo, a
relação entre a LA e o envolvimento no trabalho. Concluímos finalmente que a
autoconfiança é uma característica comum dos diretores e que a compassividade e a
assertividade devem combinar-se para alcançar a liderança autêntica baseada na
confiança inteligente, o que é descrito num modelo matricial construído a partir dos
dados.

This thesis aims to look for answers for the following starting question: What is the relationship, in the perception of professionals, which exists between the authentic leadership and positive behaviors in the Portuguese public schools? Accordingly, we use empirical studies, two quantitative and one qualitative, about that relationship with the declared behaviors, calling and work engagement, by teachers, and, trust, by the
principals. We find that all the core elements of an authentizotic organization contribute to explain what people potentially expect from their companies: adequate material conditions plus a meaningful contribution. We do not confirm the relationship between Authentic Leadership (AL) and positive behaviors. That even fostered  the possibility of AL influence could not be felt by followers. However, there was a positive significant relationship between calling and work engagement. Calling had also moderated, with a positive significant result, the relationship between AL and work engagement. We finally
conclude that self-trust is the principals’ common trait, and compassionateness and assertiveness must combine with each other to achieve authentic leadership based on smart trust, which is outlined in a matrix model built from the data.

In this script, we see hope and optimism as key indicators of the Positive Organizational Behavior (POB). First, because, together with self-confidence, these two characteristics invariably been considered as the main capabilities of POB. Fred Luthans defined POB as "the study and application of oriented human resources positively to the strengths and psychological capacities that can be measured, developed and managed effectively to improve performance in today's workplace". Speaking of POB in Portugal we cannot but refer to the Sebastianism myth that, even today, features the imaginary and the psychological profile of Portuguese people. In addition, the Portuguese people also has a specific type of behavioral flexibility commonly called "desenrasque" . Can be described as the art of solving problems resulting from increasing and unplanned complexity, short-terms and lack of adequate structures, which requires expeditious answers and "forging ahead" with the least possible mishaps.

This text was originally written in Portuguese in 2013. Now considered that had interest translate it to English to enable its reading by a larger number of people.
This is a theoretical text that allows approaches of the Portuguese school reality through constructs with implications for the quality of leadership. Among them should be highlighted: values, trust, organizational culture, learning organizations and authentic leadership.

Trust is a very important behavior construct considering times evolving complex and wild. People get involved with each other but with lack of trust and hope on a better future. Trust exists, Simmel said, when we "believe in" someone or some principle: "It expresses the feeling that there exists between our idea of a being and the being it-self a definite connection and unity, a certain consistency in our conception of it, an assurance
and lack of resistance in the surrender of the Ego to this conception, which may rest upon particular reasons, but is not explained by them'' (Simmel, 1978, 1990, and 2004, p. 178). As we can infer, trust become a belief that people will do the right thing in the right way at the right time.

Trust is a decisive multidimensional construct in understanding the behaviors and a determinant factor in the existence of social capital that facilitates the management of interdependence among individuals, groups and organizations. Dyadic model is essential in positive human relations, psychological state based on the belief that others don't take advantage of us; trust has become a strategic issue. Build an array of perceived trust by the principals of the Portuguese public schools is fundamental in the lack of authenticity of the leaders felt by the followers on those contexts. Through a survey of open questions obtained data lead to the conclusion that self-trust is an individual trait common to all respondents, that compassion is a striking antecedent in the process of building trust and, at organizational point of view, trust is not yet valued as growth factor.
Key-words: Trust, self-trust, social capital, reliability, openness, competence and compassion.

"IESEC – IncreasingEmployability and Standards of Elderly Caregivers through Specialized Training and Innovative Empowerment ", é um projecto com uma duração de 24 meses, que está a ser implementado por um consórcio transnacional de 10 parceiros provenientes da Roménia, Reino Unido, Suécia, Espanha, Portugal, Itália, Grécia e Turquia, cada um deles trazendo experiência e conhecimento especializado para uma boa aplicação do projeto, bem como para o desenvolvimento de disposições e obtenção de resultados de alta qualidade. O projeto tem como objeto o cuidar de idosos, que é uma tarefa difícil e exigente, tanto da perspectiva do cuidador como da perspetiva de quem carece de cuidados, nomeadamente as pessoas com mais idade.

"IESEC - Increasing Employability and Standards of Elderly Caregivers through Specialized Training and Innovative Empowerment", is a project with a duration of 24 months, which is being implemented by a transnational consortium of 10 partners from Romania, United Kingdom, Sweden, Spain, Portugal, Italy, Greece and Turkey, each bringing experience and expertise for a successful implementation of the project as well as for the development of regulations and obtaining high quality results. The project has as its object the care for the elderly, which is a difficult and demanding task of both the caregiver perspective and from the perspective of those who lack care, including older people.

A recensão de conceitos e de escritos de autores é fundamental para que continuemos o caminho na procura do esclarecimento construtivo baseado no conhecimento, que nunca mais deixa de fazer sentido quando temos a consciência da sua importância para os outros e para nós.