Navegando por Autor "Nobre, Pedro Paulo Macedo"

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Liderança como fator orientador para a construção de gestão estratégica de pessoas: um estudo comparativo entre duas empresas em Belém do Pará
(Centro Universitário do Estado do Pará, 2023-06-26) Beirão, Graziela Azevedo; Sousa, Hugo Rodrigues de Oliveira; Silva, Joyceane Moreira da; Nobre, Pedro Paulo Macedo; Oliveira, Márcia Cecília Rodrigues de; http://lattes.cnpq.br/9031699274609496; Cereja, Fabiola Alves; http://lattes.cnpq.br/4434149523451690
Companies have leaders who combine efforts and collaborators to achieve organizational objectives, in which the role of leadership is aimed at increasing and directing productivity and process efficiency, envisioning the maximization of results. Given the importance of the leader in business, this study aimed to identify the leadership style that is presented as a guide in the construction of the strategic management of people in organizations. A comparative case study was carried out between two açaí processing companies located in the city of Belém-PA. To obtain the information, semi-structured interviews and questionnaires applied to the leaders and followers of both companies were used as a data collection instrument. As for the results obtained in the study, it was identified that the leader of company A has a dynamic and active profile in the work environment, always seeking to be close to his team of subordinates and giving all the necessary support to the team in achieving results. It can be inferred that the transformational profile identified in the management of the company's leader generates total satisfaction of the team and leads the company to a high market, financial and organizational performance, since the general average obtained through the analysis of the Likert scale was 4,56 and with the application of empowerment in the team. It was also noted that the leader of company B has an aggressive and sometimes intimidating imposing profile towards his commanded employees. The autocratic profile identified, in addition to not generating team satisfaction, does not generate commitment and effort for greater organizational achievements, since the general average obtained through the analysis of the Likert scale was 2.31, a score well below expectations. The comparative study of the two cases showed that transformational leadership favors the effectiveness and the achievement of tangible and intangible returns for the company and is presented as the best option in team management in companies that seek competitive advantage with the formation of high-quality teams performance.