Identificação de falhas e priorização de ações na primeira passagem de liderança: uma proposta de utilização do feedback 360º
Leadership is a widely studied topic around the world, due to its presence among all groups of people and organizations. It is a fact that good leadership transforms a company and is a competitive differential. For this, potential leaders must be identified and empowered from the beginning of their...
| Autor principal: | Rosalem, Carolina Silva |
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| Formato: | Trabalho de Conclusão de Curso (Graduação) |
| Idioma: | Português |
| Publicado em: |
Universidade Tecnológica Federal do Paraná
2020
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| Assuntos: | |
| Acesso em linha: |
http://repositorio.utfpr.edu.br/jspui/handle/1/16065 |
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| Resumo: |
Leadership is a widely studied topic around the world, due to its presence among all groups of people and organizations. It is a fact that good leadership transforms a company and is a competitive differential. For this, potential leaders must be identified and empowered from the beginning of their careers to the transitions that will follow as they move up to a new position. These transitions are detailed in the Leadership Pipeline book, which presents skills, values, and time applications that a leader must take on each hierarchical level in an organization. And for these passages to be effective, an efficient people development team is needed, capable of providing quality services to the company leaders, being able to identify their real needs in qualification and development, and to make a profitable use of the resources made available by the company. organization. Thus, this work proposes the use of the performance evaluation 360 ° Feedback as a way to identify failures in the development of the first leader and then propose actions that allow the flow of the organizations leadership pipeline. And to validate the proposed method, the research was applied in two manufacturing areas of a multinational industry located in Sumaré (SP). The evaluation counted on fifteen respondents, being four Production Coordinators evaluated. From this, it was possible to identify common failures in the development of these coordinators, as well as individual gaps for each one. Then, corrective actions could be proposed to help them succeed in their first pass of leadership. |
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