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Abstract(s)
A atual instável conjuntura económica e social tem forçado as organizações a
assumirem uma postura de mudança e evolução. A liderança é um dos temas mais
discutidos no que diz respeito aos fatores que influenciam a competitividade das
organizações, principalmente naquelas inseridas em ambientes de elevada
concorrência. Com as inúmeras mudanças e inovações, crescimento acelerado e a
globalização, fazer com que a organização sobreviva e lucre tornou-se numa tarefa
muito difícil.
A última década assistiu a uma onda de publicações crescentes sobre a liderança
autêntica e o seu estudo tem merecido um grande destaque ao nível do contexto
organizacional, pois ela se propõe a construir organizações mais autênticas, com líderes
autoconscientes, que promovem relações mais abertas, transparentes e éticas.
Considerando o papel relevante que os líderes assumem numa organização, esta
investigação pretende perceber se existe ou não coerência no discurso dos líderes,
partindo da sua própria perspetiva, com a teoria da liderança autêntica, afim de
identificar o nível de autenticidade dos mesmos, analisando ainda de que forma o líder
encara e exerce a sua própria liderança e qual o impacto que a liderança autêntica causa
nos funcionários e na organização. Neste sentido, optou-se por um estudo de natureza
qualitativa, através de um estudo de caso, utilizando-se a entrevista como método de
recolha de dados. Tendo sido aplicadas um total de oito entrevistas, a um conjunto de
profissionais da área de contact center.
Os resultados revelam a existência de líderes com altos níveis de autenticidade, tendo
sido encontrados, sinais de coerência, na sua maioria, mas também de incoerência com
os pressupostos liderança autêntica. Os participantes possuem valores mais elevados
nas dimensões transparência relacional e autoconsciência. Consequentemente, nas
dimensões perspetiva moral interna e processamento equilibrado da informação
apresentam valores mais baixos.
Existe, desta forma, a possibilidade de discriminar líderes autênticos de não autênticos,
contudo, a literatura refere que a autenticidade não deve ser concebida como uma
condição, no sentido em que as pessoas não são totalmente autênticas ou inautênticas.
Esta poderá ser encarada de forma contínua ao longo do tempo, podendo atingir-se
maiores ou menores níveis de autenticidade.
The current unstable economic and social situation has forced organizations to assume a posture of change and evolution. Leadership is one of the most discussed topics with regard to the factors that influence the competitiveness of organizations, especially those inserted in environments of high competition. With the countless changes and innovations, accelerated growth and globalization, making the organization survive and profit has become a very difficult task. The last decade has seen a wave of growing publications on authentic leadership and its study has been highlighted in terms of the organizational context, because it aims to build more authentic organizations, with self-conscious leaders, which promote more open, transparent relationships and ethical. Considering the relevant role that leaders assume in an organization, this investigation intends to understand whether or not there is coherence in the leaders' discourse, starting from their own perspective, with the LA theory, in order to identify their level of authenticity, also analyzing what form the leader views and exercises his leadership leadership and what impact does authentic leadership have on employees and the organization. In this sense, a qualitative study was chosen, through a case study, using the interview as a method of data collection. A total of eight interviews were applied to a group of professionals in the contact center area. The results reveal the existence of leaders with high levels of authenticity, having found signs of consistency, mostly, but also of inconsistency with the assumptions of authentic leadership. Participants have higher values in the dimensions of relational transparency and self-awareness. Consequently, in the internal moral perspective and balanced information processing dimensions, they present lower values. In this way, there is the possibility of discriminating between authentic and nonauthentic leaders, however, the literature states that authenticity should not be conceived as a condition, in the sense that people are not totally authentic or inauthentic. This can be seen continuously over time, reaching higher or lower levels of authenticity.
The current unstable economic and social situation has forced organizations to assume a posture of change and evolution. Leadership is one of the most discussed topics with regard to the factors that influence the competitiveness of organizations, especially those inserted in environments of high competition. With the countless changes and innovations, accelerated growth and globalization, making the organization survive and profit has become a very difficult task. The last decade has seen a wave of growing publications on authentic leadership and its study has been highlighted in terms of the organizational context, because it aims to build more authentic organizations, with self-conscious leaders, which promote more open, transparent relationships and ethical. Considering the relevant role that leaders assume in an organization, this investigation intends to understand whether or not there is coherence in the leaders' discourse, starting from their own perspective, with the LA theory, in order to identify their level of authenticity, also analyzing what form the leader views and exercises his leadership leadership and what impact does authentic leadership have on employees and the organization. In this sense, a qualitative study was chosen, through a case study, using the interview as a method of data collection. A total of eight interviews were applied to a group of professionals in the contact center area. The results reveal the existence of leaders with high levels of authenticity, having found signs of consistency, mostly, but also of inconsistency with the assumptions of authentic leadership. Participants have higher values in the dimensions of relational transparency and self-awareness. Consequently, in the internal moral perspective and balanced information processing dimensions, they present lower values. In this way, there is the possibility of discriminating between authentic and nonauthentic leaders, however, the literature states that authenticity should not be conceived as a condition, in the sense that people are not totally authentic or inauthentic. This can be seen continuously over time, reaching higher or lower levels of authenticity.
Description
Keywords
Contact Center Liderança Autêntica Perceção Líderes