Class Leadership, Team Management, and Volunteer Management

The course unit focuses on leadership, team management, and volunteer coordination in social economy organizations. It covers ethical, participatory, and transformational leadership, human resource management, motivation and organisational well-being, communication and conflict management, social sustainability, and digital innovation for collaborative work. Its relevance to the programme lies in preparing professionals to coordinate multidisciplinary teams and volunteering programmes, aligning management practices with the mission, values, and objectives of social organisations. It complements training in technical management, strategic management, and sustainable social project development, strengthening key competences for effective, inclusive, and socially impactful organisational intervention.

Not applicable

1. Leadership and teams in the social sector 1.1. Principles and styles of ethical, participatory and transformational leadership. 1.2. Motivation, performance, cooperation, empathy, integration and social innovation. 2. People management in social organisations 2.1. Recruitment, selection, induction, integration, training and recognition of professionals and volunteers. 2.2. Human resource planning, legal frameworks, talent management and organisational well-being. 3. Volunteering management and social sustainability 3.1. Design, coordination, evaluation and recognition of volunteering programmes. 3.2. Alignment with the mission, community needs, SDGs, digitalisation and innovation. 4. Teamwork, communication and conflict management 4.1. Internal communication, feedback, mediation, collaborative resolution, supervision and empowerment. 4.2. Organisational culture, situational leadership, change management and digital collaboration tools.

The course unit adopts active, collaborative and experiential methodologies, centred on students and the application of learning to real social economy contexts. Pedagogical innovation is achieved through: i) case-based learning involving the critical analysis of real leadership and management cases in the social sector; ii) simulations and role-playing, allowing students to experience communication, motivation, negotiation and conflict-resolution situations; iii) workshops and contributions from leaders and managers of social organisations, connecting academic learning with professional challenges; iv) digital tools for communication, collaboration and team and volunteer management; v) dialogic presentation of key concepts, combined with reflection, debate and collaborative solution-building. These methodologies foster autonomy, critical thinking, digital competences and intervention skills.

Cunha, M. P., Rego, A., Cunha, R. C., & Cabral-Cardoso, C. (2006). Manual de comportamento organizacional e gestão (6.ª ed.). HR Editora. Cunha, P., & Leitão, S. (2012). Manual de gestão construtiva de conflitos (2.ª ed.). Edições Universidade Fernando Pessoa. Deutsch, M., Coleman, P. T., & Marcus, E. C. (Eds.). (2011). The handbook of conflict resolution: Theory and practice (2nd ed.). John Wiley & Sons. Fachada, O. (2014). Liderança: A prática da liderança, a liderança na prática. Sílabo. Ferreira, M. R., Proença, T., & Proença, J. F. (2008). As motivações no trabalho voluntário. Revista Portuguesa e Brasileira de Gestão, 7(3), 43-53. https://scielo.pt/scielo.php?pid=S1645-44642008000300006&script=sci_arttext