94th International Scientific Conference on Economic and Social Development -

"The Dark Side of Management and Governance: power, ideology, tensions, and destructive traits" (XI. OFEL) – Dubrovnik, 31 March-1 April, 2023

TEAM MANAGEMENT LEADERSHIP IN PRIVATE SOCIAL

SOLIDARITY INSTITUTIONS: THE SOCIAL WORKER AS A
LEADER
Felipa Lopes dos Reis
Lusófona University, Lisboa, Portugal
p4338@ulusofona.pt

Helena Pimentel
Lusófona University, Lisboa, Portugal
p4323@ulusofona.pt

Jorgina Seulo
Lusófona University, Lisboa, Portugal
jorgina.seulo@hotmail.com

ABSTRACT
For successful leadership, skills such as management should be measured, in addition to high
emotional skills, knowing how to apply leadership styles to each situation faced within the
organization. Be influential and know how to involve the team to masterfully achieve the
proposed objectives. The present investigation portrays the leadership styles present and
applied by leaders of an IPSS's (Private Social Solidarity Institution). Topics such as
motivation, satisfaction, approaches, and leadership concepts were proposed to be studied,
using the literature review of other studies already carried out. The necessary information was
obtained, using a questionnaire to a sample of the active population in Lisbon Municipality
Area. The results obtained from the sample of 19 responses to the questionnaire was subject to
statistical treatment, showed that an effective leader must not only reveal technical knowledge
to transmit to the subordinates who perform tasks, but also the ability to deal with people, to
communicate with employees to get job done. These same results demonstrated the transversal
preference of leaders in IPSS's for the adoption of the democratic leadership style, regardless
the situational variables that explain some conflict situations. In the opposite direction,
autocratic leadership style is the least adopted by them.
Keywords: Leadership, Styles, IPPS's, Motivation, Social Worker

1. INTRODUCTION
This research analyzes the perception of leadership by IPSS team leaders towards their
subordinates, namely social workers in Lisbon district region. In Portuguese context, IPSS's are
a great reality with the objective of giving expression to the moral and justice duty, thus
representing the national panorama with a strong pillar with regard to the provision of services
in social protection area distributed throughout country (Ferrão, 2016). Leading is a change that
is made through example, often without encompassing many professionals who, even well
consolidated and with the best performance in terms of position, do not have the authority,
power or persuasion skills to lead. Persuasion is made up of motivational stimuli that allow
subordinates to perform technical and social tasks emotionally (Venâncio, 2017). In this way,
it is crucial for the development of IPSS's that it has good management/leadership. Taking into
account challenges and the constant change of the market and/or environment in which they are
inserted, it has become important for social workers to develop management and/or leadership
skills so that hiring external leadership becomes unnecessary and apart from social assistance.

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 94th International Scientific Conference on Economic and Social Development -
"The Dark Side of Management and Governance: power, ideology, tensions, and destructive traits" (XI. OFEL) – Dubrovnik, 31 March-1 April, 2023

In general terms, an attempt is made to evaluate the main leadership styles, leader traits, the
way of acting and the exercise of leadership in Social Work in IPSS. In this sense, the following
research questions are raised:
1) What kind of relationship can be established between professional practices and social
worker principles and management principles, in the IPSS context?
2) Are the leadership styles of social workers in IPSS's directly linked to the management
guidelines and principles of the organization or the professional experience of the social
worker himself?
3) What is the state of professional satisfaction of social workers of the IPSS's under study
and what impact do leadership styles have on this professional satisfaction?
4) The nature and exercise of leadership has been an extensive process throughout society.
It is necessarily an agent of change, since it has an inherent process of influencing the
activities of an individual or a group, through skills that make it possible to transform
knowledge into action, to reach goals in a given situation, resulting in a high
performance (Reis, 2021).

2. PRIVATE SOCIAL SOLIDARITY INSTITUTIONS

Special emphasis was given to a group of associations, cooperatives or mutualists, which are
generally referred to the third sector at the end of the 20th century. Briefly, the third sector is
defined as a group of people who form a non-public organization, with social objectives and
which, being private, are not for profit. With the criteria and designations used, they represent
a wide variety of forms and assume responsibilities to different historical and social contexts,
as well as the positions assumed by the various actors and social groups involved (Almeida,
2011, cited by Nascimento, 2012). In Portugal, and similarly to what happens in other countries,
the origins of philanthropic and charitable initiatives are mostly linked to the Church. Since the
beginnings, referring specifically to the 19th century, that there are organizations that are
currently inserted in the third sector, which were inspired by Christian values. These
associations spread across the country and currently play an important role in social protection,
essentially covered by the name IPSS's (Franco et. al, 2005, cited by Almeida, 2012). In
Portugal there are 5,647 IPSS's according to the Social Security Institute (2017) of which 1,017
are Social Centres, 252 Foundations, 219 Religious Organization Institutes, 375 Charities,
3,364 Social Solidarity Associations, 174 Support Houses, 85 Mutualist Associations and 252
Social Cooperatives Social Solidarity (Mapa Social, 2018 cited by Veiga, 2019). For Soares et
al. (2012) the social responses in national context, 68% are provided by Non-Profit
Organizations and of these, 61% are IPSS (Veiga, 2019). According to the social workers
deontological code in Portugal, published and approved at APSS General Assembly on October
25, 2018, the use of the professional title of Social Worker is authorized by law, exclusively,
for Graduates in Social Work. Training dates back to 1935, when the first Social Service school
appeared in Portugal. The recognition, in 1989, of the degree of Social Work courses taught in
Portugal, updated the legal provision of exclusive use of the professional title of Social Worker
to Graduates in Social Work. Therefore, in Portugal, the qualification that qualifies for
professional practice is the title of degree and not any other academic title. The deontological
code states that the social worker is a social intervention professional with an inter and
transdisciplinary practice, who works with and for people, in a cooperation. Social workers use
a set of specific skills that complement each other in their public work, such as:
a) Politics - influencing the political system and public opinion, with the aim of
formulating public policies, raising awareness and mobilizing people and groups to act
to defend their rights;
b) Relationships - build relationships of respect, trust, empathy and cooperation for
necessary changes, including networking and partnerships;

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 94th International Scientific Conference on Economic and Social Development -
"The Dark Side of Management and Governance: power, ideology, tensions, and destructive traits" (XI. OFEL) – Dubrovnik, 31 March-1 April, 2023

c) Social psychology - developing social help, training and monitoring processes and
support for social teaching;
d) Assistance - meeting people's basic needs;
e) Technical operability and reflection - knowing how to communicate, mediate, diagnose
and plan within the framework of scientific, multidisciplinary and interdisciplinary
methods, Implementation and evaluation.

Leadership can be defined as a process of influence, which is applied individually or

collectively by people who have certain skills (such as communication, knowledge and
relationships) to achieve the needs and objectives of the organization as a guide (Ferreira,
Marques, Reis & Santos , 2010; Rego, 1998; Reis & Silva, 2012, cited by Ribeiro & Sobral,
2018). For Robbins and Judge (2013), quoted in Graça (2016), leadership corresponds to the
ability to influence a group to follow a certain vision or achieve a set of goals, that is, it is a
process of influencing behavior of one or more people, with a view to meeting objectives. An
effective leader should not only reveal technical knowledge to pass on to subordinates who
perform tasks, but also the ability to deal with people, to communicate with employees in order
to carry out desired work (Gibson, Ivancevich, Donnelly & Konopaske, 2006 cited by Grace,
2016). According to Azevedo et al, (2010), cited in Ferrão (2016), strategically managing a
non-profit organization means ensuring that: (1) The organization understands the environment
in which it operates and the organization itself; (2) The organization clarifies its mission, or
reason for existence, and always uses it as a reference; (3) The goal is defined at different levels;
(4) Define the strategy that leads to the achievement of the established goal; (5) Implementation,
through the implementation of the strategy at all levels of the organization, achieve good
execution; (6) Have performance measurement that allow the organization to monitor strategy
implementation and short-term results and medium to long-term impact. That is, from this
perspective, strategic management means that the strategy guides the organization towards
achieving the objectives set, the objectives help the organization's mission and the mission is
consistent with the environment (Azevedo et al, 2010). According to Azevedo and Carvalho
(2014) in their research on Leadership Styles and Motivation in a study of IPSS's, it led them
to conclude that the top leadership of the IPSS normally has presidential management, that is,
the president of the board has decision-making power rarely contradicted, shaping the dominant
leadership style, which led the authors to a study in order to try to understand whether the type
of leadership perceived by IPSS employees influences their motivation. Therefore, the social
work functions of social organization have a great tendency to develop towards leading non-
profit organizations, which requires professionals to master knowledge and know-how, such
as: current social legislation, which is constantly updated; power relations and situation
analysis; surveys, social diagnosis and social indicators, adequate technical processing of data
and information obtained to determine needs and determine priorities for action; read public
budgets and fundraising areas; understand the planning process and capabilities in management
and evaluation of social plans and projects (Alenquar, s/d, cited by Ferrão, 2016). In theory,
social workers provide psychosocial support and personalized care, centered on dependent
elderly people, family groups and the wider community. In this process, they consider the
psychological, social, cultural and spiritual aspects, and how they constitute risk factors and
protective factors to prevent or promote active aging (Ferrão, 2016).

3. METHODOLOGY
As a main objective, this investigation aims to explore the vision of IPSS's employees about the
leadership of their hierarchical superiors in the context of teams and the vision of leaders about
their own leadership. In this study, the objective we intend to achieve is to verify job satisfaction
within the organization, from the perspective of social workers, as if this is directly affected by

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 94th International Scientific Conference on Economic and Social Development -
"The Dark Side of Management and Governance: power, ideology, tensions, and destructive traits" (XI. OFEL) – Dubrovnik, 31 March-1 April, 2023

the leadership variable and all its components in IPSS. We want to know if the goals and
objectives proposed by the IPSS will achieve the same results, regardless leadership type,
emotional intelligence and professional respect for organizational leaders, evaluate main
leadership styles, leader traits, way of acting and the exercise of leadership in Social Service in
IPSS. For data collection, this investigation used two questionnaires, one addressed to IPSS's
employees and the other addressed to leaders/managers of the same organization to assess the
main leadership styles, leader traits, way of acting, exercise of leadership in Social Work at
IPSS and the employees motivation based on that same leadership in Lisbon district region. The
definition of target public was based on a non-probabilistic sample, in which professionals were
segmented and selected only workers who perform leadership functions trained in social work
and employees, in general trained in social work. This sample consists of 11 employees. The
results related to sociodemographic variables are presented. Thus, it is possible to verify that:
most employees are female (n=10, 90.9%); a higher number of employees are between 18 and
30 years old (n=6, 54.5%), only 2 (18.2%) are between 31 and 40 years old and 3 are between
41-50 years old (27.3%); With regard to qualifications, most employees have a degree (n=6,
54.5%), 3 have a master's degree (27.3%) and only 1 (9.1%) has only completed secondary
education. With regard to variables related to the work carried out at the IPSS, it appears that:
a higher number of employees have been working at the IPSS for less than a year (n=4, 36.4%),
followed by those who work between 1 and 5 years (n=3, 27.3%), 6 for 10 years (n=3, 27.3%)
and more than 10 years (n=1, 9.1%); a higher and similar number have fixed-term contracts
(n=4, 36.4%) and permanent contracts (n=4, 36.4%), the remaining 3 (27.3%) are undertaking
professional internships. As for the results of leaders and sample characterization, it is noted
that of the 8 leaders surveyed: most are female (n=5, 62.5%); a higher number are between 41
and 50 years old (n=6, 75.0%), 1 between 18-30 and 1 between 51-60; and the higher number
of those have a degree (n=7, 87.5%) and 1 has completed secondary education; an upper part
has worked for more than 10 years in their organization (n=6, 75.0%) and almost all (n=7,
87.5%) have an open-ended contract.

4. RESULTS
It is noted that there are more male leaders (n=6, 54.5%) although there is also a very similar
number of female leaders (n=5, 45.5%). It is also possible to verify that a higher number of
employees prefer their leader to be male (n=6, 54.5%), although a very similar number also
prefer female leaders (n=5, 45.5%). It appears that employees refer that the factors that have
always motivated them at work are the opportunities (n=8, 72.7%), autonomy at work (n=7,
63.6%), communication between employees and leaders ( n=6, 54.5%) and receiving
compliments and feedback (n=5, 45.5%). The presence of challenges at work is something that
sometimes motivates most workers (n=6, 54.5%). Finally, it is noted that a higher number of
employees consider that they never care about working conditions (n=6, 54.5%). According to
the collaborators opinion, it is possible to verify that the majority considers that leader is an
agent of change, since he has an inherent process of influencing activities of an individual or a
group (n=5, 45.45%). A lower number of employees consider that leading is guiding a group
so that it can achieve its goals without ever forgetting the human being that it is (n=1, 9.09%)
and that it is a process of guiding and coordinating the team towards change (n=1, 9.09%).
Regarding the interpersonal skills that employees consider most important in a leader, we note
that a higher proportion consider charisma (9/11, 81.82%) and emotional intelligence (9/11,
81.82%) more important. On the other hand, they consider humility (4/11, 36.36%) and
communication (4/11, 36.36%) to be less relevant. With regard to job satisfaction, it is possible
to observe that the majority of employees are always satisfied with their leader's ability to lead
organization (n=5, 45.5%), with the fact that their manager leads by example (n =7, 63.6%),
with work recognition (n=5, 45.5%) and with the possibility of reconciling personal and

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 94th International Scientific Conference on Economic and Social Development -
"The Dark Side of Management and Governance: power, ideology, tensions, and destructive traits" (XI. OFEL) – Dubrovnik, 31 March-1 April, 2023

professional life (n=8, 72.7%). It is also verified that a higher number of employees sometimes
feel satisfied with the possibility of involving employees in decision-making processes (n=6,
54.5%). It is possible to verify that there is a high tendency for employees to feel more satisfied
with the possibility of reconciling their personal and professional lives (M=2.64) and a lower
tendency to feel satisfied due to the recognition of their work (M =2.00). With regard to the
way in which employees analyze the leadership capacity of their bosses, we can say that a
higher number consider that their bosses always treat their employees with equality and respect
(n=6, 54.5%), which they distribute work based on priorities and capabilities (n=6, 54.5%), who
manage and control well in situations of stress and conflict (n=6, 54.5%), who recognize and
reward everyone's efforts when they achieve or exceed a goal (n=4, 36.4%), who communicate
in a clean, fluid and flexible way (n=7, 63.6%), who demonstrate development and commitment
to the work they do (n=8, 72.7%), who experience new methods and procedures (n=5, 45.5%),
show understanding of subordinates' problems (n=6, 54.5%) and examine records, reports,
documents for the purpose of checking their accuracy (n=6, 54.5% ). Most consider that their
bosses, only sometimes, try to involve everyone in most important decisions of organization
(n=5, 45.5%). It appears that there is a greater tendency for employees to consider that their
bosses demonstrate development and commitment to the work they perform (M=2.64) and that
they consider less that their bosses recognize and reward employees efforts when they reach a
certain goal (M =2.00). As for how employees rate their leader, we can say that a higher
proportion considers him to be very understanding (9/11, 81.82%) and also confident (7/11,
63.64%). On the other hand, a lower proportion consider their boss to be absent (1/11, 9.09%)
and pessimistic (1/11, 9.09%). Regarding the existing satisfaction in the relationship with the
boss, the results obtained indicate that a higher proportion of employees refer that they always
identify with their boss (n=5, 45.5%), feel good with him (n=7, 63.6 %), makes you feel that
you can achieve your goals without direct help (n=8, 72.7%), that your good work is recognized
(n=6, 54.5%), your superior listens to you when you need it (n =6, 54.5%), they can make
decisions at work and are supported by their boss (n=7, 63.6%), their boss asks for their help
whenever they need it (n=6, 54.5%) and accepts criticism from open minded (n=7, 63.6%). A
higher number of employees say that their boss never treats their employees differently (n=6,
54.5%) and that they allow them to take initiative, although they do not encourage it (n=5,
45.5%). It is still possible to state that there is a higher tendency for employees who report that
their boss makes them feel that they can achieve the proposed objectives without their direct
help (M=2.64) and feel good with their boss (M=2.64 ). On the other hand, it appears that there
is a very low tendency to consider that their boss treats their employees differently (M=0.64).
Responding to the question of what leadership is, most leaders (n=6, 75.00%) refer that leader
is a kind of change agent since he has an inherent process of influencing activities of an
individual or a group. When asked what their main characteristics as a leader are, all leaders
say that it is the ability to be attentive (n=8, 100.0%) and to be understanding (n=7, 87.50%).
On the other hand, they do not consider that they are pessimistic (n=8, 100.0%) or absent (n=8,
100.0%). It appears that most leaders consider that they can anticipate problems and develop
plans to solve them (n=7, 87.50%). Regarding the way in which leaders consider that they react
in situations where the employee performs below expectations, in order to guide their
employees and seek to know the reason for what happened (n=7, 87.50%). It is possible to
verify that a higher proportion of leaders state that they coordinate services (n=6, 75.00%).
Only 1 (12.5%) leader claims to have a direct action. We found that half of leaders are also
social workers (n=4, 50.00%). It is possible to verify that, in the opinion of half of the leaders
surveyed, the compatibility between their work as a social worker and a leader satisfies them
(n=4, 50.00%). Regarding the way leaders characterize a leadership profile, it is possible to
verify that: a higher number of leaders always consider that leader is the one who keeps the
team motivated for results (n=5, 62.5%), that he is communicative ( n=5, 62.5%), who

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 94th International Scientific Conference on Economic and Social Development -
"The Dark Side of Management and Governance: power, ideology, tensions, and destructive traits" (XI. OFEL) – Dubrovnik, 31 March-1 April, 2023

demonstrate interest in the work they do and in their team (n=8, 100.0%), who intervene
whenever necessary (n=7, 87.5%), who have a well-structured work schedule (n=5, 62.5%), is
concerned with everyone's well-being and treats everyone equally (n=7, 87.5%) and always
looks for win-win solutions (n=6, 75.0%); most of the leaders sometimes consider that they
solve problems in a creative and intelligent way (n=4, 50.0%), that they frequently check the
reports (n=5, 62.5%), little or nothing is discussed about the actions to be taken ( n=5, 62.5%),
which lets employees manage themselves without interfering with their work (n=7, 87.5%),
which does not impose rules and is permissive (n=4, 50.0%); the majority stated that they never
quickly punished their employees' mistakes (n=5, 62.5%). It is still possible to verify that there
is a greater tendency for leaders to consider that the main characteristic of a good leader is to
show interest in work he performs and his team (M=4.00). On the other hand, there is a smaller
tendency to consider that the leader is the one who quickly punishes the mistakes of his
collaborators (M=1.38). In order to verify if there is an association between the main
characteristics of the leader considered by the collaborators and by the leaders themselves, the
Chi-Square test was used. There are significant differences between leaders and employees
(x2=4.94, 0.026), with a higher proportion of leaders who point out this characteristic (8/8,
100.0%) compared to employees (6/11, 54.5%). Moreover, it appears that there is a similar
proportion of employees and leaders who consider that the leader should be confident (x2=0.00,
p=0.960), absent (x2=0.77, p=0.381), understanding (x2=0.11, p =0.737), optimistic (x2=0.83,
p=0.361), controlling (x2=0.11, p=0.737), liberal (x2=3.52, p=0.061), motivating (x2=0.04,
p=0.845), authoritative ( x2=1.63, p=0.202) and pessimistic (x2=0.77, p=0.381).

5. CONCLUSION
The objective that was intended to be achieved was to evaluate the degree of job satisfaction
within the organization from the perspective of social workers, how this is directly affected by
the leadership variable and all its components in the IPSS, and whether the goals and objectives
proposed by the IPSS achieved the same results regardless the type of leadership, emotional
intelligence and professional respect for organizational leaders. After surveys carried out, it can
be concluded that in terms of job satisfaction, most employees are satisfied with the ability of
their leaders to lead the organization by example, also giving them the possibility to make
decisions during the course of their work, being one of the key factors for employees to feel
motivated and energized to be in the workplace, is that they are heard and supported. The results
suggest that one of the main factors that motivate workers is the offer of opportunities within
the institutions themselves, giving them great autonomy, not neglecting communication with
leaders. It was possible to verify that in relation to leadership, most consider that the leader is
an agent of change, which has a positive impact and influence, motivating them to achieve their
goals. The charisma of leaders is one of the factors they recognize as essential, because it
analyzes the organization's behaviors and tries, by all means, to correct them using excessive
energy to find new opportunities for action (Reis, 2018). With regard to the way in which
employees analyze leadership capacity, we can say that a higher number consider that their
bosses treat them with equality and respect, that in situations of stress and conflict they are able
to manage and control well and that recognize and reward everyone's efforts when they meet
or exceed a goal. The employees motivation is related to the stimuli and the influence that
leaders also have on them, being a very important trait and that for employees is essential, as it
is a constructive power that triggers harmony in the group. Regarding the way leaders
characterize a leadership profile, it is possible to verify that a higher number of leaders consider
that a leader is the one who keeps the team motivated for results, who demonstrates interest in
the work he does and in his team and who intervenes whenever necessary. It is possible to verify
that there is a high tendency for leaders to consider that main characteristic of a good leader is

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 94th International Scientific Conference on Economic and Social Development -
"The Dark Side of Management and Governance: power, ideology, tensions, and destructive traits" (XI. OFEL) – Dubrovnik, 31 March-1 April, 2023

to show interest in the work that team performs, and on the other hand, there is a smaller
tendency to consider that leader is the one who it quickly punishes the errors of its collaborators.
It is crucial for the development of an IPSS's that it has good management/leadership. Taking
into account the challenges and the constant changes of the market and the environment in
which they are inserted, it has become important for social workers to develop management
and leadership skills so that the hiring of external leadership and separate from the social
assistance. The IPSS area of action has opened up a different job market for Social Workers,
often making them responsible for their management/coordination as “new companies” in the
social economy, but also reflecting yet another mark of the mutations that the profession has
undergone over the years over time. An effective leader should not only reveal technical
knowledge to pass on to the subordinates who perform the tasks, but also the ability to deal with
people, to communicate with employees in order to carry out desired work, which is why
professional experience as a social worker a key factor, as they are able to understand
employees in a different way because they work directly with them. Personality, motivation
and ability are some of the most studied and valued characteristics of leader identification traits,
and being social workers themselves, they manage to inspire the team by creating relationships
at work, dealing with change in different ways, promoting and valuing it, inspiring and giving
enthusiasm to the team and having the ability to deal with situations of emotional tension,
always speaking with the employees as a whole and never individualizing. In order to obtain
convincing results it is necessary to have effective management and efficient leadership.
Leadership is a function that appeals to originality, creativity, proactivity, emotion, based on
human values and principles. Leadership creates meanings, establishes emotional bonds that
give meaning to tasks, in a way people feel motivated to work. In this case, leaders and
employees are satisfied with leaders and leadership styles, as they think as a team, helping each
other, motivating each other and allowing personal development to take place without creating
barriers.

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