Desenvolvimento de competências coletivas de liderança e de gestão: uma compreensão sistêmico-complexa sobre o processo e organização grupal

• Autor(a) principal: Cabral, Patricia Martins Fagundes
• Data de Publicação: 2007
• Tipo de documento: Tese
• Idioma: por
• Título da fonte: Repositório Institucional PUCRS
• Texto Completo: http://hdl.handle.net/10923/4866
• topic: PSICOLOGIA APLICADA; PSICOLOGIA ORGANIZACIONAL; LIDERANÇA ORGANIZACIONAL; GRUPOS - ORGANIZAÇÃO; COMPETÊNCIA - DESENVOLVIMENTO

This thesis is constituted of three articulated sections, which discuss the understanding of the development of competences of leadership and management in group processes in the light of the systemic-complex paradigm. In the first section, a study of theories about leadership has been carried out, discussing the state of the issue in relation to this concept. Next, we have proposed another perspective of leadership, from the assumptions of the systemic-complex paradigm in intra-organizational environments, emphasizing the collective dimension of leadership. In this perspective, leadership has been noticed where an interdependence relationship is established between those who take part in it, so, it is not just a quality that some people have a priori and that can be measured. The ability to lead also depends on the context in which it is exerted as well as on the inter-relations that are established not only between leaders and leaded individuals, but also among all the actors that interact in the organization and share its culture, the strategy planning of the company, and other social and organizational factors that permeate this scenery: leader – leaded ones, leaded ones – leaded ones, leader – leaders, that is, their peers and hierarchic superiors. In the second section, we have presented an empirical study of the possibilities and limitations of the development of collective management competences in group processes in a factory in Rio Grande do Sul/Brazil. The management team (directors, managers and supervisors) has participated. Data were collected in discussion group and interpreted through qualitative textual comprehension, integrating fragments of both individual and collective discourses in a systemic transcription.The results have pointed out the following critical factors for the formation of collective competence in that company: 1) the lower the level of clearness as to the leadership role, the higher a) the attention to operational issues is (and also the shorter the period to manage people is – follow-up, guidance, feedback); b) the greater the difficulties to cope with emotions are. 2) The higher the hierarchic barriers are: a) the smaller the capacity to assume responsibilities is; b) the lower the level of decision sharing is (and also the greater the fear to share power and information); c) the more strict the shared view is; and d) the greater the difficulty to ask for help is, which has been associated to the fear of exposing oneself and the tendency to avoid conflict (and, consequently, the lesser the exposure of ideas and the smaller the number of suggestions). In the third section, we have presented the end product of the intervention process in the group of managers researched. This intervention aimed at: a) widening the group’s leadership competences in a collective dimension; b) analyzing both the possibilities and limitations of the construction of collective competences in this group process. From this intervention, we have discussed the theoretical-methodological approach developed in this practice, aiming at providing a method that supports interventions for the development of leadership in a collective perspective. From this point, we have also considered the theoretical-methodological approach developed in this practice aiming at providing a method that could support interventions for the development of leadership in a collective perspective.Data collection was carried out in four moments: 1) application of an individual questionnaire; 2) group discussion based on the questionnaire results; 3) group discussion about the systemic map; 4) final group discussion, considering the dialogic synthesis of the ideas that emerged from the previous phase. As a central assumption of this method, we have sought both the internal and the external validity of data produced in the group during the interventions. In the intervention process, data emerging from the group discussions were analyzed with the purpose of theoretically understanding the empirical material (external validation); on the other hand, stimulating the group to reread its own production enabled both the recurrence of the discussion and fundamentally a systemic recursivity (internal validation). The support of this practice lies in the key elements of the theories about group processes, mainly in the foundations advocated by the systemic-complex paradigm: hologramaticity, dialogics, and organizational recursion.