La práctica de los CEO experimentados: Líderes relacionales ante situaciones de crisis

Autores/as

DOI:

https://doi.org/10.19094/contextus.2024.91199

Palabras clave:

teoría del liderazgo relacional, relaciones multilaterales, soledad del poder, crisis organizacionales, CEOs

Resumen

Contextualización: La mayoría de los estudios sobre liderazgo focan en el papel del líder, buscando comprender el estilo de comportamiento más adecuado para liderar, apuntando al liderazgo como un fenómeno unilateral. Como resultado, terminan descuidando algunos roles importantes de los liderados, como, por ejemplo, la relación recíproca entre líderes y liderados y la influencia de las organizaciones en esta relación. Pasar de la comprensión de un liderazgo tradicional a un Liderazgo Relacional se convierte, por tanto, en un paso importante hacia la comprensión del fenómeno del liderazgo.

Propósito: Este artículo analiza cómo los CEOs exitosos y experimentados, que han liderado grandes organizaciones perciben la influencia del Liderazgo Relacional para superar momentos de crisis organizacional y personal.

Metodo: En la investigación cualitativa, se realizaron entrevistas semiestructuradas con 12 directores generales (9 hombres y 3 mujeres con una edad promedio de 60 años) que llevan más de 30 años al frente de grandes empresas en Brasil y en el exterior.

Resultados: Los resultados muestran que los CEOs consideran el liderazgo relacional como fundamental a la hora de afrontar crisis económicas, políticas y personales. Las prácticas del CEO están relacionadas con la Teoría del Liderazgo Relacional: 1) relación multilateral; 2) construcción social humanista; 3) relaciones basadas en la confianza; 4) dimensión colectiva; 5) comunicación para impulsar mejores decisiones. Estas prácticas también han sido identificadas como antídotos contra la soledad del poder inherente al rol de CEO.

Conclusiones: Los CEOs exitosos, con una larga trayectoria liderando corporaciones, perciben la fuerte influencia positiva del Liderazgo Relacional para enfrentar las crisis de manera efectiva. Así, este estudio tiene importantes implicaciones teóricas al señalar el Liderazgo Relacional como efectivo en situaciones de crisis, ya que la literatura relaciona más el Liderazgo Transformacional con la efectividad en situaciones de crisis.

Biografía del autor/a

Vanderlei Soela, Fundação Dom Cabral

Associate Professor at Fundação Dom Cabral

PhD in Administration from Pontifical Catholic University of Minas Gerais (PUC-MG)

Antônio Carvalho Neto, Pontifical Catholic University of Minas Gerais

Professor at Postgraduate Program in Administration (PPGA) at Pontifical Catholic University of Minas Gerais (PUC-MG)

PhD in Administration from Federal University of Minas Gerais (UFMG)

Fernanda Versiani, Pontifical Catholic University of Minas Gerais

PhD student in Business Administration at the Pontifical Catholic University of Minas Gerais (PUC-MG)

Master's Degree in Business Administration from the Pontifical Catholic University of Minas Gerais (PUC-MG)

Daniela Martins Diniz, Federal University of São João del Rei (UFSJ)

Professor at the Federal University of São João Del-Rei (UFSJ)

PhD in Administration from Federal University of Minas Gerais (UFMG)

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Publicado

2024-01-30

Cómo citar

Soela, V., Carvalho Neto, A., Versiani, F., & Diniz, D. M. (2024). La práctica de los CEO experimentados: Líderes relacionales ante situaciones de crisis. Contextus – Revista Contemporánea De Economía Y Gestión, 22, e91199. https://doi.org/10.19094/contextus.2024.91199

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