Representações sociais e liderança: investigando como pensam chefes e chefiados

• Autor(a) principal: Cunha, Priscila Campos
• Data de Publicação: 2013
• Tipo de documento: Dissertação
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações da UERJ
• Texto Completo: http://www.bdtd.uerj.br/handle/1/15426
• topic: Social representations; Structural approach; Leadership; Enterprises; Hierarchy; Basic cognitive schemes; Abordagem estrutural; Empresas; Hierarquia; Esquemas cognitivos de base; Liderança; Representações sociais; CNPQ::CIENCIAS HUMANAS::PSICOLOGIA

Leadership is considered as a process in which social relations are established between people of influence, involving the figure of the leader, and led his situation. Understanding leadership through social representations means understanding the shared social knowledge that develops grounded in a group. The objective of this research was to investigate the design leadership of business professionals, who are at an intermediate level of hierarchy, simultaneously heads and led. Was administered to 49 participants a questionnaire to describe the content and structure of the social representation of leadership. This research aims to study the effect of both the sense of leadership as the context of leadership and subordination, through the activation of social roles on attitudes regarding what is to be a leader across a range of semantic differentiation; any opinions about fitness for leadership, whether in nature or acquired cream, and valences on the descriptive and evaluative practice of basic cognitive schemata. The results, in prototypical analysis show that the representation of leadership would be structured around two elements: "example" and "responsibility." The proposed activation of social roles, only worked in group leadership and this group fitness leadership was considered significantly more gained. The group subjects that were considered 'more leader' expressed more favorable attitudes about what is to be a leader. The group 'most leader' had a significantly higher number of connections activated, than the 'less leader'. Although the groups 'leader more' and 'less leader' have been differentiated in size and descriptive practices, predominated in both the evaluative dimension, which allows conceive leadership as a social phenomenon that provokes demonstrations, opinions and judgments of those involved. We conclude that this study may provide a basis for a relationship between social representations and attitudes and demonstrated the relevance of the technique of cognitive schemes basic, yet little used in Brazil. It is noteworthy that other studies in this direction may contribute to the research field of social representations and leadership