Competências e estratégias para o desenvolvimento de líderes globais: o caso IBM

• Autor(a) principal: Barreto, Maria Simone Prates
• Data de Publicação: 2016
• Tipo de documento: Tese
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações da PUC_SP
• Texto Completo: https://tede2.pucsp.br/handle/handle/18994
• topic: Líderes globais; Competências de líderes globais; Desenvolvimento de líderes globais; Global leaders; Competences of global leaders; Development of global leaders; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO

The main aim of this study was to analyse the competences and development strategies employed by companies, in Brazil, in order to develop global leaders. Qualitative research was carried out to delve into the matter, and the research method was in-depth case study developed at IBM. Data were collected through semi-structured interviews at the reference centre of international recognition, Dom Cabral Foundation, in 2014, by means of several meetings. Secondary data were likewise collected through internet research. The company was chosen owing to its renowned recognition in the global market and great investment in the development of its global leaders. All data collected were analysed through thematic analysis methodology aided by software NVivo, developed by QSR International, and VUE (Visual Understanding Environment), which is open source software. The main competences mentioned by the global leaders at IBM were: easiness in making interpersonal contact; enjoying and valuing people; flexibility and adaptability; being fluent in several languages; being a good communicator; knowing how to deal with cultural diversity; forming and managing remote teams; building networking and partnerships; being good at negotiating; having sense of ethics, discipline and organization; business vision; taking risks; being inspiring and visionary. IBM employs several approaches to develop its global leaders, among which: CSC (Corporate Service Corps), coaching, through which a team of employees from various countries engage in countries under development aiming at assisting NGOs. In addition, there is a strong culture of using feedback, assessment, shadowing model, mentoring, expatriation, licence to work in other countries, programme for exchange of experiences and interaction with people from other countries, and online and face-to-face training. Although the main objective of this study was to analyse the competences and strategies used in development of global leaders at Brazilian companies, it also focused on the profile of the global leaders, the management systems of human resources used at a global company, the challenges the leaders face when developing their work, how they perceive cultural differences, how they see differences between local and global leaders, their career paths and responsibilities