Pipeline de liderança: autoavaliação de gestores e liderados em órgão do serviço público estadual

Abstract

Due to the current scenario, the traditional model of leadership in organizations is being rethought. Companies are increasingly improving their processes in order to gain competitiveness and attract more customers. This goes for any sector, both public and private. For this reason, the objective of this work is to describe the self-assessment of managers and subordinates from the perspective of the six phases of the Leadership Pipeline. It is a concept that addresses six important transitions that occur in a leader's life. They represent significant passages that cannot be mastered in one day or in one course. Furthermore, understanding these passages can help strengthen leaders emotionally as they continue to take on more complex assignments. Here, the potential and development of each specialist is assessed and the measurement of results is aimed at the leadership trajectory plan of that specialist at all organizational levels. This is a field and descriptive research, characterized by the application of a questionnaire with closed questions with the accountability sector of the Governo Cidadão project, dividing it into leaders and followers. As a result, the relationship between leaders and employees becomes more horizontal and fluid, as the pipeline model suggests different branches. It is concluded that the democratic style of leadership had the highest percentage of agreement in the answers obtained, which reaffirmed the existing synergy between leaders and followers, with a significant participation of all team members, aligning itself with the market trend. , which seeks more and more proactive collaborators. It is noted that the development of leadership towards employees is essential for the company to achieve its goals more quickly and efficiently. Despite the technological world, human capital is still a relevant factor – perhaps the greatest of all – for organizations to grow.