Evaluation of The Employees' Leaders' Profile of The Food Section of The Company "A": A Case Study

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ISSN 2321-645X
A Publisher for Research Motivation........
Volume 3, Issue 6, June 2015
Evaluation of the employees' leaders' profile of

the food section of the Company A: a case
study
Rita Maria Martinelli1, Graziela Oste Graziano2 ,Valria Rueda Elias Spers3
1
Rita Maria Martinelli (UNIMEP)
Graziela Oste Graziano (UNIMEP)
Valria Rueda Elias Spers (UNIMEP)
ABSTRACT
The study approached the thematic Leadership, taking it as a crucial resource for the success of an organization. This way, the
objective of the study tried to characterize the leaders of an industrial restaurant, for treating of an organization of great load,
according to the different leadership types that exist in the job market and their implications in the work. The adopted
methodology was a case study and it used as instrument of collection of data the questionnaire that was applied to the leaders
and led of the company. As the research was applied in just a specific company, we centered our analysis in the leadership
positions (100% of the leaders and led they were studied) that presented characteristics and postures of performance in the
different work From the analysis of the data obtained in the research the way that the leaders worked with their led in the
company, it was obtained in the tabulation of the answers, there was a low discrepancy in the tabulation that do not interfere in
the degree of likeness of the characteristics. Due to that framing of a lot of likeness between leader and led, it can be indicated
that the leaders of the researched company, although they do not use a leader model declaredly, being it the type: participative,
autocratic, democratic, laisers-faire. They have their concepts of that intrinsic tool to their leadership.
Keywords: Leaders, Profile, Company
1. INTRODUCTION
Nowadays, the leadership qualities are recognized universally as an element-key, some would say the element-key - in
administration. A good administrator is now, by definition, a leader. Equally, a good leader will also be an
administrator (ADAIR, 2000, p.7).
The difference between a manager and a leader is that the manager is that one that administers, generates or runs an
enterprise. On the other hand, the word leader has its root in a verb (" to lead ") that means to guide, to lead by the
hand, to be or go ahead of (somebody), to take (somebody) in a direction, etc. Here is the reason of so much concern
and study on leadership, on work teams, etc. it is recognized, then, that both the management and the leadership are
indispensable to the organization. No one is better than the other and the two complement each other, when they use
technical, economical and social evolution of the present time, demanding exalts elasticity in the whole company
(VALERIANO, 1998, p.148)
To have success, the organization depends on the human performance; in that way, the way as it is organized and
driven the human behavior in the organization Administration of People it is denominated. Such a model is determined
by internal and external factors the own organization. Though, the way of managing seedling, due to the historical
contexts in that are involved. With that, the difference between a model and another is the characteristics of the
elements that compose it and the interference capacity in the organizational ambit (FISCHER, 2002, p.11).
Through the years, the point of view on what is leadership and who can exercise it changed considerably. The
necessary abilities to the leadership stayed constant, but our understanding of what it is and how it works, and the way
people learn how to apply it has changed (BENNIS and NANUS, 1988 p.3).
For the authors, it is advisable that the companies leaders understand that the submission form is different from person
to person. If the leader knows the logic of the other to speak the same language, taking as reference the other to know
which is his logic, the change process will become less traumatic.
The leaders are equally forced to help the organization to look itself, to contemplate and to be capable to learn
continually about their own activities and decisions. One of the leader's primordial tasks is to assure that the
organization knows itself. The leader's paper is not to guarantee that the people know exactly what to do and when to
do. Instead of that, the leaders must guarantee that there is a consistent and evolutionary clarity on what it is the
organization (WHEATLEY, 2002 p.153).
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2. PROBLEM OF THE RESEARCH

For the formulation of a research problem, it is necessary to understand clearly where one want to arrive, limiting and
detailing the specificities of the research, assuming as an objective to turn it into unmistakable and individualized.
The administration that focused the subject and the theme approached in the present article is Administration of
People. In which the company possesses have several leadership levels inside of a same workspace. In other words,
inside an industrial kitchen (a unit or a restaurant), where we can find different positions, but with tasks designated
which requests responsibility and compromising with the work itself.
The company has politics, norms and procedures in Administration of People, turned to the development of it
businesses, existing then, inside of the own restaurant, an administrative area that counts with a manager's permanent
work.
This work is about the different profiles of leaders and their individual characteristics. It mentions several examples,
such as: coercive, leader, affective, democratic, modeling, trainer and other.
It is also had a description of positions updated of the whole company, that description of positions is reliable and
assists the needs of the same.
There is also an evaluation process and classification of positions that is also updated also exists and reliable, and your
results are applied in the structure of positions of the company.
Being like this, there is need to strengthen a leader's true hole inside the organization, even more when this starts to
occupy a position of higher responsibility.
3. OBJECTIVES OF THE STUDY

3.1 General objective
The general objective of this study is to characterize the leaders of the industrial restaurant, because of being about an
organization of great load, according to the different leadership types that exist in the job market and its implications in
the work.
3.2 Specific objectives
a) classify the leaders according to the characteristics of each one, in the performance of their work;
b) analyze whether the leadership way is adapted for the work type that is done in the restaurant and effectiveness of
this style.
4. THEORETICAL BASIS
The leader shows the vision of the future of the organization in such an exciting way that lights the necessary spark to
build a large company. He mobilizes the people around the mission of the organization, turning it into a powerful force
for the futures uncertain times (HESSELBEIN, 1996, p. 138).
That is exemplified by Youngblood (1999), that defends the idea that the new leaders help the organization to
understand and interpret information and facts inside a context of shared vision of the organization. The people in the
organizations have many data that frequently are ambiguous, contradictory and confused. This way, the new leaders'
hole is establishing that noise and transforming it in significant information. The people in the organizations work
inside a very different context and the leaders need to find the language that speaks for the people where they are
physically and psychologically. The message sent to the engineers cannot be done in the same way that the message
sent to the workers of factory ground. The reality of each one, the cares to be taken and concerns are totally different
from person to person.
The essential characteristics of the effective leaders of the future, most of them will be the same ones that were always.
And a leader's most elementary characteristic is the intelligence. Solid social values allow the leaders fuel the
humanity's progress. Leaders of the future will need high levels of energy, because leadership demands arduous work.
Leaders should have capacity to see the things different from the other people and articulate this vision to their
followers so that they can know his personal role in the accomplishment of this vision. Thoughts and actions of the
leaders should have a global character and they should be updated with the largest possible information and use them.
Great memorization was always a characteristic of leaders. And finally, leaders should be reference for their followers.
(WILHELM, 1996, p. 224).
A first leadership principle is a relationship between a leader and his followers. A second principle is that effective
leaders manage consciously the dynamics of this leadership. The leader is the center of several forces. These forces
demand that the leader behaves in way to accomplish his goals. The leader should know how to react to the individual
demands as well as to the interactions of several demands (BECKHARD, 1996, p.141).
Leadership is not synonymous of administration, the administrator is responsible for the organizational resources and
for functions like planning, organizing, running and controlling the organizational action to reach objective. Usually,
the administrator should also be a leader to work with the people that work with him. The leader, on the other side, can
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act in formal and informal groups and he is not always an administrator. The administrator can totally lean on the
authority of his position or adopt a style of behavior more participative, autocratic and imposing, or democratic to
assure the tasks are accomplished by the people (BECKHARD, 1996, p.142).
In a managerial atmosphere that a universal access to the technologies in which there are not more geographical
barriers to the development of suppliers, in which the methodologies and administration tools are thoroughly
disseminated, the big differentiating of performance in the businesses is the human potential. The obtaining of the
organizational results and the effectuation of the strategy are directly linked to the treatment and relationship with the
collaborators' group (GARRET and DAYS, 2003, p.141).
The authors complement that for managing the processes of changes and the projects or any other activity inside the
organizations, it is necessary to lead people. They are the ones that indeed make the things happen. There are two types
of very different protagonists in an organization: leader and led.
The leader can supply orientation and vision, to motivate through the love and build a team that one complete each
other, based on the mutual respect when he worries more about the effectiveness than the efficiency, more with the
orientation and the results than the methods, systems and procedures (COVEY, 2002).
The leadership is, in certain way, a type of personal power. Through the leadership, a person influences other in
function of the existent relationships. The influence is an inter personal transaction, that a person acts to modify or to
provoke the behavior of other, in an intentional way. This way, there is always a leader, that is capable to influence
people around him and the led, those that are influenced. The influence is a linked concept to the concept of power and
authority. The power means the potential of a person's influence on the other that can or cannot be exercised. It is the
power in an organization and the capacity to affect and control other people's actions and decisions, even when they can
resist. The authority is the legitimate power, in other words, the power that a person has because of the hole or position
that he exercises in an organizational structure. It is the legal power and socially accepted. A person that occupies a
discharge position in an organization has power because of the fact of his position have what is called position. The
capacity to influence, to persuade and to motivate the led are very linked to the power that is noticed in the leader.
(Dalt, 2002)
Certo (2003) through his own experience, together with the observation of great leaders, it made him concludes the
following: leadership is a subject of how to be, not of how to do. We passed good part of our lives learning how to do
things, but, in the end, quality and individual character that define the great leaders.
For Hesselbein (1999), the leaders prosper by the people's efforts that lead, their basic task is to form a highly
productive and motivated work force. That means to surpass the internal and external barriers of the organization,
investing in personnel and resources and to show (and at the same time to collect) personal commitment with a
common task.
For the author the leaders build bridges between the borders and the sections of the organizations, among employees,
customers and other. The challenge for the leaders is to build an united community inside and outside of the
organization, invest in the relationships and transmit a vision that establishes the communication between a manpower
and a varied market.
The leaders should know that people want to participate in something that causes effect, that transcends the trivial and
for that they need a star guide in the leader's illustration. The need of a clear mission and instigating of a reason of
being, of a purpose, travels all over the organization. For that it is essential that the leaders articulate the values of the
organization they belong to, mobilize the people around these values and incorporate them while they administer on
behalf of the mission.
Drucker (1999) mentions lessons of leadership that he learned with three of his mentors, which were very important
people and such lessons are still applicable, being:
Treat people in a differentiated way, based in their strong points.
Each employee should be treated in a different way and it should demand from each one something above the personal
capacity and not stop until the employee doesn't reach certain quality in the work.
Establish high patterns, but grant people with freedom and autonomy to accomplish their tasks.
The author still points out that one of his mentors was rigid, severe, demanding and inflexible. However his demands
werent based on the senseless use of the authority, but in the responsibility and in the obtaining of the results, in such a
way that it allowed its employees to be creative.
The acting revision should be honest, rigorous and part of the work. The employees should, at the moment of the
performance revision, be able to visualize the one that needs to improve, where they are failing, what can get better and
from the mistakes to learn everything that is needed to get better. People learn when they teach (DRUCKER, 1999).
4.1 Leaders profile
For Chiavenato (1992), the most outstanding characteristic of the work atmosphere is the speed of change. The
technological development, the intransigent competition in world level, to the alterations of the consumers habits, the
new demands of the modern society, is reflected in external impositions about the behavior of the companies.
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To assure their success front to an atmosphere in constant mutation and high competition degree, the companies need
effective leaders. The manager's responsibilities are radically changing. It is not enough to be efficient. It is necessary,
above all, to be an effective leader. The leader doesn't act in the vacuum. He works with people of all the types, in all
levels of the organization and in highly several situations.
The leadership is a dynamic process of exercising influence on the individual or individuals' group to agglutinate and to
impel efforts in function of the reach of objectives in a certain situation. From that definition, the leadership process is
a function of three variables: the leader, the group and the situation they face. It has to be learned and incorporate to the
manager's behavior to be part of his daily work.
The managing and leading art reduces itself to a very simple subject, that is determine and face the people's reality,
situations, products and soon after act with objectivity and speed in that reality (SLATER, 1999).
Chiavenato (1999) considers that three different theoretical approaches exist regarding the leadership: the theories of
personality lines, the theories on leadership styles and the theories of situational leadership.
The oldest theories on leadership worried about identifying the personality lines capable to characterize the leaders.
The presupposition was that it could be found a finite number of personal, intellectuals, emotional and physical
characteristics. The critics to the theory of personality lines reside in two main aspects. The first is that the personality
characteristics are usually measured in a low accurate way. The second is that that theory doesn't consider the situation
the leadership acts inside, or in other words, the elements of the atmosphere.
On the other hand, the theories about leadership styles prescribe a particular style of the leader's conduct that leads to
results of the type: high production and people's satisfaction.
Finally the theories about situational leadership try to include the leadership in the environmental context in which it
happens, assuming the leader, the led, the task, the situation and the objectives.
Garret & Dias (2003) mention that they believe that exist some characteristics that are fundamental in the daily
exercise of the leadership, they are:
a) Conscience - the leader should understand the atmosphere that he is inserted.
b) Convergence - it is the leader's capacity of, starting from the multiples styles and information, converge his thoughts
and actions for the organization to need his performance.
c) Communication - the leader should be clear in his form of expressing and avoiding, this way, the occurrence of an
ambiguous interpretation.
d) Constancy - it is maintaining faithful to his purposes and make that his daily actions reflect them, a lot of times, they
demand from the leader actions that are neither so popular nor calm.
e) Coherence - to do speech regarding values and administration form is very easy, the difficult is to stay coherent to
them in the daily attitudes.
f) Knowledge - the leader should mainly know the conditions and characteristics of the atmosphere of businesses, to
analyze and intervene in its reality in a conscious and efficient way.
There are five different kinds of being able that a leader can assume: coercive, reward, legitimated, competence and
reference.
Coercive power: it is the power based on the fear and in the coercion. The led notices that the failure in assisting the
leader's demands can make him suffer some kind of punishment or penalty that he wants to avoid.
Reward power: it is the power that support in the hope of some reward, incentive, praise or recognition that the led
intends to obtain.
Legitimated power: it is the power that elapses of the busy position for the individual in the group or in the
organizational hierarchy. It is the hierarchical leveling that establishes the authority inside of the organization.
Competence power: it is the power based on the specialty, in the aptitudes or in the person's technical knowledge. Led
notice the leader as somebody that has certain knowledge or concepts that exceed his own knowledge.
Reference power: it is the power based on the performance and in the appeal. The leader that is admired by certain
personality lines possesses referential power. It is popularly known as charisma power. It is named charisma the
person's exceptional and supernatural university that differentiates him from the others. The charismatic uses symbols,
analogies, metaphors and examples to illustrate what he is saying in a surprisingly original way.
Practically all the companies have their own ideas about which are exceptional leader's characteristics. A lot of
organizations developed formal competence models, descriptions of knowledge, training, physical and behavior
characteristics of efficient leaders, to express their ideas. The models are usually used for several purposes, including
the acting evaluation and leadership development. Besides, almost all the competence models were developed in the
last six years and they are still in use (KLEMP JNIOR, 1999).
5. METHODOLOGY OF THE RESEARCH

The research was accomplished at an industrial kitchen considered as great load, because of that it is treated like a case
study defined as:
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... an empiric investigation that investigates a contemporary phenomenon inside its context of the real life, especially
when the limits between the phenomenon and the context are not clearly defined. (...) The investigation of case study
faces a technically unique situation, in which there will be much more variables of interest than points of data, and, as a
result, it is based on several sources of evidences, with the data needing to converge in a triangle format, and, as
another result, the benefits of the previous development of theoretical propositions to lead the collection and analysis of
data. (YIN, 2001: 32-3).
The case study, second Robert K. Yin (2001), it represents:
...the favorite strategy when it is placed questions like 'how' and 'why', when the researcher has little control on the
events and when the focus is inserted in contemporary phenomena inside some context of the real life.
It contributes to the understanding of complex phenomena, as organizational, individual, social and political. Many of
the techniques of the cases study are present in historical researches, but the direct observation and the systematic series
of interviews are two of it sources of evidences that are no accustomed to be part of the repertoire of those.
5.2 Collection and analysis of data techniques.
It is about a qualitative research, once its central concern is not in the statistical proof of the data, but based on
theoretical-empiric knowledge that allow the sustentation of the considerations that is done on the thematic (VIEIRA,
2004).
Considering that the qualitative approach, while exercise of the research, does not come as a rigidly structured
proposal, it allows the imagination and the creativity make the investigators propose works that explore new focuses
(...) it consists of a methodological instrumental that can be applied to several speeches and all the communication
forms, not paying attention to the nature of its support. (GODOY, 1995, p. 23)
From the point of view of its purpose, it is about an exploratory research, once it has as objective to develop a survey on
the thematic related and it intends, at your end, to indicate some hypotheses to be developed in the future. (VERGARA,
2004)
The means of investigation is the case study that, in agreement with Trivios (1995, p.133), it is a research category
which objective is a unit that is analyzed deeply.
Godoy (1995, p.25) it characterizes case study as a research type, which the objective is a unit that is analyzed deeply.
In that way, it is just observed in full detail of an isolated case with reference for the discussions of the bases of the
research.
For effect of collection of data, all the leaders of the service were selected, allowing, that way, to analyze the leadership
characteristics, together with their profile and applied a questionnaire structured with 20 questions.
Based on the positions of the unit of feeding in study of the company, it is noticed that exist 04 (four) leaders of the
team, that are considered, for research effect, as first class and 16 led, considered as second hierarchical class. It was
interviewed 100% of the population of the leaders.
The used questionnaire was an adaptation of the picture of questions of Minor (199, p.12-15) divided in two groups of
subjects: one for the directing level (taken as leaders of the team) and other for the subordinates' level (led). Which can
be used to confer the answer of the first questionnaire. The analysis form was through tabulation of the data, creating a
statistics that portrays the profile of the leaders of the studied restaurant.
6. MAIN RESULTS
The first question is about the investment in the strong points of those who are led. The leaders answered that almost
always (25%) and always (75%) they invest in the employees' potentialities; perspective confirmed by the led that
affirmed that, usually, (25%) and always (75%) are invested in their strong points.
Related to the visibility (question number 02) the leaders answered that usually (25%) and almost (75%) give visibility
to those who are led and, in compensation, led they answered them that usually (25%), almost always (50%) and
always (25%) receive such visibility.
The third question of the questionnaires refers to the freedom in the performance of their functions, moment in that
asked the leaders which it was the frequency they delegated that freedom and the answers were the following ones: they
answered (75%) and always (25%) give freedom to carry out the functions. On the other hand, related to the
understanding of the led on that questioning the answer was: usually (25%), almost always (25%) and always (50%)
they had freedom to play their parts in the company.
The fourth question had to know if excellence patterns in the tasks of the company are established, obtaining the
answers to proceed for the interviewees in leader's level: usually (50%) or almost always (50%) establish patterns. Led
they affirmed them that usually (25%), almost always (25%) and always (50%) are established such patterns.
Related to the values and strategies of the businesses of the company, (question of number 05), the leaders informed
that almost always (50%) and always (50%) they guide the led to the objective of the company; however, in the answers
of the led obtained the frequency: always (75%) and almost always (25%).
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In the sixth question in which the objective was to know if the employee's responsibility exists to your actions, they
were obtained the interviewees' respective answers: leader, rarely (50%) and almost always (50%) and led, almost
always (25%) and always (75%).
Being the stress in the organization a negative point, it was questioned (question 07) to the leaders and led if it exists
protection to avoid that evil. The answers were unanimous in the leaders in usually (100%) and the led divided in
usually (50%) and almost always (50%).
The leaders informed in question number 08, that usually (25%), almost always (50%), or always (25%) motivate their
subordinates when they are about to enter in a new mission; and the led answered that usually (25%) and almost always
(75%) are motivated by their superiors.
In the ninth question, the leaders answered that usually (25%) and always (75%) supply information about the company
and the employee's hole in the organization; the led answered almost always in (50%) of the cases and the other half
affirmed that always received such information.
The tenth question had as objective to know if they are illustrious the acting expectations and the leaders' priorities to
the led, obtaining the result: leaders usually (25%) and always (75%), and the led always (100%) were unanimous in
their answers.
The question eleven had the focus in the trust development among leaders and led, where it was noticed that usually
(25%) and always (75%) the led dedicate themselves to arrange time to develop that relationship. The led said that
occasionally (25%) and always (75%) the leaders had that concern.
Related to trainings, the leaders informed that almost always (75%) and always (25%) are offering support to the
collaborators; the analysis of the questionnaires of those people that are led almost always obtained (50%) and always
(50%) with their answers in the concerns about the appropriate training, their functions.
The collaborators' opinion is necessary for those leaders, because according to their answers, almost always (25%) and
always (75%) request and hear the ideas of the members. The collaborators informed in these questions that almost
always (50%) and always (50%) say their daily tasks.
In the researched company, the leaders see, in the totality (always 100%), that the other collaborators are partners and
fundamental elements for the success of the unit. In the optical of those who are led, they are usually seen (50%) and
almost always (50%) as partners for the success of the company.
The fifteenth question has as objective to know if the leader serves as a good model for the other collaborators. They
(leaders) entitled themselves as good example in the order usually (25%), almost always (50%) and always (25%) and,
the led refer themselves as their leaders' good examples in almost always (50%) and always (50%).
In the sixteenth question there was a unanimity (always) and consent in the leaders and led answers. A hundred percent
of them think they do not permit the employees to give up and those ones confirm such performance.
With relationship to confidences, the leaders, in their totality answered that they never reveal the employees'
confidences, however the collaborators' answers were (25%) in almost always and (75%) in always related to not reveal
confidences.
In the eighteenth question, the leaders answered that almost always (75%) and always (25%) explain the reasons for the
decisions and the procedures, communicating them in advance whenever possible. The collaborators answered that
usually (25%) and almost always (75%) of the times it happens.
On the other hand, in the nineteenth question the leaders answered that always (75%) and occasionally (25%) supply
the feedback on the performance of those who are led and the led confirm that almost always (50%) and always (50%)
of the times that happens.
Finally, in the twentieth (last applied question) asks if the leader gives the credit to those who are led when they
deserve it, and it obtained from them, leaders, the following answers: always (75%) and occasionally (25%) of the times
the leaders give credits; on the other side, all the led confirm that always (100%) are given those credits.
7. FINAL CONSIDERATIONS
The present work studied the evaluation instrument proposed by Minor (1997) regarding the compatibility in the
leaders' analysis to act and their profiles. A bibliographical revision was elaborated on the several leadership concepts
and the different profiles of leaders.
Another specific objective was to verify how the leaders act and their individual characteristics in the performance of
their work.
It was also approached on leadership and the importance of the inter personal relationship of the organizations. Taken
as reference Valeriano (1998), Fischer (2002), Bennis (1998), Wheatley, (2002), Hesselbein (1996) and other authors,
it was reported about the thematic of leadership, emphasizing the leader's paper in what leans to be reference and
advisor of their led for reaching a certain objective. It was verified the importance of the characteristics of the leader's
learning and trust deposited in him, serving as a base for fundamentation of that article.
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Giving sequence, it was emphasized the different profiles of leaders. With reference for the elaboration of the same it
was studied Chiavenato (1992), Slater (1999), Valeriano (1998), Kotter (1997), Willingham (2001) and other, focusing
the more than ten types of profiles found in the literature and the individual description of each profile. Being able to
conclude the objective proposed in the beginning of this study, seen in full detail in the description and analysis of the
data.
Closing the presented reasoning, it completed with the thematic of competence. We have this way what is leadership,
the types of leaders and the necessary competence of being a good leader. And to investigate this theme were studied
the authors Boog (1991), McClelland (1972), Levy-Leboyer (1994), Carvalho (1989), Klemp Jnior (1999) and other.
When establishing a relationship between the thematic of leadership and the leaders' profiles they were noticed that this
concept could be an innovation, because in that process of development of the leaders' performance and led, the central
concern becomes the collaborators' continuous development. Contemplating regarding the leadership concepts, in
compensation with the found profiles of each leader type, it is observed that the process in the way of how to work is an
evolution of the relationship leader-led, and that a synergy exists in both parts, benefiting the organization with the
results and to themselves with the development and learning technical-behavior.
As the research was applied in just a specific company, we centered our analysis in the leadership positions (100% of
the leaders and led they were studied) that presented characteristics and postures of performance in the different work.
For that research an adaptation of the questionnaire was used proposed by Minor (1997), in that the first questionnaire
had as objective captures the information on the leaders' characteristics and the second questionnaire to confirm such
characteristics. In the analysis the tabulation was used by percentages, since the question model had as answers the
ones of the type " closed ".
From the analysis of the data obtained in the research the way that the leaders worked with their led in the company, it
was obtained in the tabulation of the answers, there was a low discrepancy in the tabulation that do not interfere in the
degree of likeness of the characteristics. Due to that framing of a lot of likeness between leader and led, it can be
indicated that the leaders of the researched company, although they do not use a leader model declaredly, being it the
type: participative, autocratic, democratic, laisers-faire. They have their concepts of that intrinsic tool to their
leadership.
8. BIBLIOGRAPHICAL REFERENCES
ABREU, E.S., SPINELLI, M.G.N., ZANARDI, A.M.P. Gesto de unidades de alimentao e nutrio: um modo de
fazer. So Paulo, Metha, 2003.
ADAIR, J. Como tornar-se um lder. So Paulo: Nobel, 2000.
ARNOLD, W.W., PLAS, J.M. Liderana orientada para pessoas: o toque humano como fator de produtividade e lucro.
So Paulo: Atlas, 1996.
BECKHARD, R. Sobre lderes do futuro. In: HELSSELBEIN, F., GOLDSMITH, M., BECKHARD, R. (ORG). O lder
do futuro. So Paulo: Futura, 1996. p. 141-4.
BENNIS, W., NANUS, B. Lderes estratgias para assumir a verdadeira liderana. So Paulo: Harbra, 1988.
BERGAMINI, C. W. Liderana: administrao do sentido. So Paulo: atlas, 1994.
BOOG, G. G. O desafio da competncia: como enfrentar sua empresa para o futuro. So Paulo: Best Seller, 1991.
CERTO, S.C. Administrao moderna. 9 ed. So Paulo: Pentrice Hall, 2003.
CHIAVENATO, I. Administrao nos novos tempos. 2 ed. Rio de Janeiro: Campus, 1999.
CHIAVENATO, I. Gerenciando pessoas: o passo decisivo para a administrao participativa. So Paulo: Makron
Books, 1992.
COVEY, S.R. Liderana baseada em princpios. 3 ed. Rio de Janeiro: Elservier, 2002.
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AUTHOR
Rita Maria Martinelli: Degree in Nutrition, MBA in People Management and Professional Psychology
Graziela Oste Graziano: Doctorate in Business Administration and Professor of Administration Master's Porgrama
Valeria Rueda Elias Spers: Doctorate in Sociology and Professor of Administration Master's Porgrama
Page 8

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Volume 3, Issue 6, June 2015