An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action
Autor(a) principal: | |
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Data de Publicação: | 2010 |
Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | RAM. Revista de Administração Mackenzie |
Texto Completo: | https://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682 |
Resumo: | Since the seminal Burns’ work about transformational leadership, many other authors have argued that leaders are successful if they don’t behave like managers. As far as being an argument without theoretical basis, it is argued that the transformational leadership model can be considered from the point of view of more-complex theoretical social approaches, like for instance the Habermas’ theory of communicative action. This is the proposal of this paper, that, considering the dichotomy between the strategic action and the communicative action, analyzed the ontological foundations for distinguishing between managers and transformational leaders. In these lines, it is argued that the Theory of Communicative Action provides a critical analysis of the transformational leadership, since it permits a better comprehension of some of its elements, while it questions others, providing a less naive understanding about the leadership phenomenon, such that presented by the managerial view in the leadership studies. One of these contributions is the construal of the transformational leadership as a phenomenon contextualized by the freedom of the speech, propitiating the communicative action through organizational mechanisms that are free of communicative interaction constrains, allowing reciprocity among leadership agents. |
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An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative actionUna apro ximación entre el lideraz go transfor macional y la teor ía de la acción comuni cativaUma aproximação entre liderança transformacional e teoria da ação comunicativaTransformational leadershipTransational leadershipLeader-manager dichotomyCommunicative actionInstrumental rationalityLiderazgo transformacionalLiderazgo transaccionalDicotomía líder-gerenteAcción comunicativaRacionalidad instrumentalLiderança transformacionalLiderança transacionalDicotomia líder-gerenteAção comunicativaRacionalidade instrumentalSince the seminal Burns’ work about transformational leadership, many other authors have argued that leaders are successful if they don’t behave like managers. As far as being an argument without theoretical basis, it is argued that the transformational leadership model can be considered from the point of view of more-complex theoretical social approaches, like for instance the Habermas’ theory of communicative action. This is the proposal of this paper, that, considering the dichotomy between the strategic action and the communicative action, analyzed the ontological foundations for distinguishing between managers and transformational leaders. In these lines, it is argued that the Theory of Communicative Action provides a critical analysis of the transformational leadership, since it permits a better comprehension of some of its elements, while it questions others, providing a less naive understanding about the leadership phenomenon, such that presented by the managerial view in the leadership studies. One of these contributions is the construal of the transformational leadership as a phenomenon contextualized by the freedom of the speech, propitiating the communicative action through organizational mechanisms that are free of communicative interaction constrains, allowing reciprocity among leadership agents.Desde el trabajo seminal de Burns (1978) sobre el liderazgo transformacional, muchos autores defienden que líderes son bien sucedidos en la medida en que dejan de ser gerentes. Lejos de representar a penas un argumento vacío de fundamentación teórica, defendemos que el modelo de liderazgo transformacional puede ser considerado a partir de teorías sociales más complejas, como por ejemplo, la Teoría de la Acción Comunicativa de Habermas. Esta es la propuesta de este trabajo, que, considerando la dicotomía entre la acción estratégica (orientada al éxito) y la acción comunicativa (orientada hacia el entendimiento intersubjetivo), observó los fundamentos ontológicos para la diferenciación hecha entre el gerente y el líder transformacional. En este sentido, reconocemos que la Teoría de la Acción Comunicativa provee análisis crítica del liderazgo transformacional, pues permite una mejor comprensión de algunos de sus elementos, al mismo tiempo en que cuestiona otros, vislumbrando un entendimiento sobre el fenómeno del liderazgo menos ingenuo, tal cual aquél presentado por la visión gerencialista en los estudios del liderazgo. Una de estas contribuciones es la concepción del liderazgo transformacional como un fenómeno contextualizado por la libertad de habla propicia a la acción comunicativa, tal cual estudios empíricos sobre este modelo de acción han procurado apuntar, donde los mecanismos de organización que condicionan la interacción social son libres de coacción a la interacción comunicativa plena, permitiendo la reciprocidad entre los agentes del liderazgo.Desde o trabalho seminal de Burns (1978) sobre liderança transformacional, muitos autores defendem que líderes são bem-sucedidos se não se comportam como gerentes. Longe de representar um argumento sem base teórica, defende-se que o modelo de liderança transformacional pode ser considerado a partir do ponto de vista de teorias sociais mais complexas como a Teoria da Ação Comunicativa, de Habermas. Essa é a proposta deste trabalho, que, considerando a dicotomia entre a ação estratégica e a ação comunicativa, observou os fundamentos ontológicos para a diferenciação entre gerentes e líderes transformacionais. Nesse sentido, reconhecemos que a Teoria da Ação Comunicativa provê análise crítica da liderança transformacional, pois permite uma melhor compreensão de alguns de seus elementos, ao mesmo tempo que questiona outros, provendo um entendimento menos ingênuo sobre o fenômeno da liderança, tal qual aquele apresentado pela visão gerencialista nos estudos da liderança. Uma dessas contribuições é a concepção da liderança transformacional como um fenômeno contextualizado pela liberdade do discurso, propiciando a ação comunicativa a partir de mecanismos organizacionais que são livres de constrangimentos à interação comunicativa, permitindo reciprocidade entre os agentes da liderança.Editora Mackenzie2010-11-12info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionAvaliado por ParesEnsaio teóricoapplication/pdftext/htmlhttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682Revista de Administração Mackenzie; Vol. 12 No. 1 (2011)Revista de Administração Mackenzie; Vol. 12 Núm. 1 (2011)Revista de Administração Mackenzie (Mackenzie Management Review); v. 12 n. 1 (2011)1678-69711518-6776reponame:RAM. Revista de Administração Mackenzieinstname:Universidade Presbiteriana Mackenzie (MACKENZIE)instacron:MACKENZIEporhttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682/2635https://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682/7991Copyright (c) 2015 Revista de Administração Mackenzieinfo:eu-repo/semantics/openAccessVizeu, Fabio2011-02-28T18:28:04Zoai:ojs.editorarevistas.mackenzie.br:article/1682Revistahttps://editorarevistas.mackenzie.br/index.php/RAM/PUBhttps://editorarevistas.mackenzie.br/index.php/RAM/oairevista.adm@mackenzie.br1678-69711518-6776opendoar:2024-04-19T17:00:39.121583RAM. Revista de Administração Mackenzie - Universidade Presbiteriana Mackenzie (MACKENZIE)false |
dc.title.none.fl_str_mv |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action Una apro ximación entre el lideraz go transfor macional y la teor ía de la acción comuni cativa Uma aproximação entre liderança transformacional e teoria da ação comunicativa |
title |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action |
spellingShingle |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action Vizeu, Fabio Transformational leadership Transational leadership Leader-manager dichotomy Communicative action Instrumental rationality Liderazgo transformacional Liderazgo transaccional Dicotomía líder-gerente Acción comunicativa Racionalidad instrumental Liderança transformacional Liderança transacional Dicotomia líder-gerente Ação comunicativa Racionalidade instrumental |
title_short |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action |
title_full |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action |
title_fullStr |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action |
title_full_unstemmed |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action |
title_sort |
An approa ch bet ween the transfor mational Leaders hip and the theor y of communi cative action |
author |
Vizeu, Fabio |
author_facet |
Vizeu, Fabio |
author_role |
author |
dc.contributor.author.fl_str_mv |
Vizeu, Fabio |
dc.subject.por.fl_str_mv |
Transformational leadership Transational leadership Leader-manager dichotomy Communicative action Instrumental rationality Liderazgo transformacional Liderazgo transaccional Dicotomía líder-gerente Acción comunicativa Racionalidad instrumental Liderança transformacional Liderança transacional Dicotomia líder-gerente Ação comunicativa Racionalidade instrumental |
topic |
Transformational leadership Transational leadership Leader-manager dichotomy Communicative action Instrumental rationality Liderazgo transformacional Liderazgo transaccional Dicotomía líder-gerente Acción comunicativa Racionalidad instrumental Liderança transformacional Liderança transacional Dicotomia líder-gerente Ação comunicativa Racionalidade instrumental |
description |
Since the seminal Burns’ work about transformational leadership, many other authors have argued that leaders are successful if they don’t behave like managers. As far as being an argument without theoretical basis, it is argued that the transformational leadership model can be considered from the point of view of more-complex theoretical social approaches, like for instance the Habermas’ theory of communicative action. This is the proposal of this paper, that, considering the dichotomy between the strategic action and the communicative action, analyzed the ontological foundations for distinguishing between managers and transformational leaders. In these lines, it is argued that the Theory of Communicative Action provides a critical analysis of the transformational leadership, since it permits a better comprehension of some of its elements, while it questions others, providing a less naive understanding about the leadership phenomenon, such that presented by the managerial view in the leadership studies. One of these contributions is the construal of the transformational leadership as a phenomenon contextualized by the freedom of the speech, propitiating the communicative action through organizational mechanisms that are free of communicative interaction constrains, allowing reciprocity among leadership agents. |
publishDate |
2010 |
dc.date.none.fl_str_mv |
2010-11-12 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Avaliado por Pares Ensaio teórico |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682 |
url |
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682 |
dc.language.iso.fl_str_mv |
por |
language |
por |
dc.relation.none.fl_str_mv |
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682/2635 https://editorarevistas.mackenzie.br/index.php/RAM/article/view/1682/7991 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2015 Revista de Administração Mackenzie info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2015 Revista de Administração Mackenzie |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf text/html |
dc.publisher.none.fl_str_mv |
Editora Mackenzie |
publisher.none.fl_str_mv |
Editora Mackenzie |
dc.source.none.fl_str_mv |
Revista de Administração Mackenzie; Vol. 12 No. 1 (2011) Revista de Administração Mackenzie; Vol. 12 Núm. 1 (2011) Revista de Administração Mackenzie (Mackenzie Management Review); v. 12 n. 1 (2011) 1678-6971 1518-6776 reponame:RAM. Revista de Administração Mackenzie instname:Universidade Presbiteriana Mackenzie (MACKENZIE) instacron:MACKENZIE |
instname_str |
Universidade Presbiteriana Mackenzie (MACKENZIE) |
instacron_str |
MACKENZIE |
institution |
MACKENZIE |
reponame_str |
RAM. Revista de Administração Mackenzie |
collection |
RAM. Revista de Administração Mackenzie |
repository.name.fl_str_mv |
RAM. Revista de Administração Mackenzie - Universidade Presbiteriana Mackenzie (MACKENZIE) |
repository.mail.fl_str_mv |
revista.adm@mackenzie.br |
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1796794717281714176 |