The challenges of leadership: Leader superhero or Engajador?

The Challenges of Leadership: Superhero Leader or Engenger?

How many times have you wondered or witnessed a group arguing for the best Leadership style for hours?

How many times have you had the opportunity to witness leaders behaving like true “superheroes”?Following your goals and goals at all costs, sometimes forgetting to ask your teammates for help to lighten the weight of decisions and challenges?

Despite the great innovations in technologies, products and services that make our daily life easier and bring us so many benefits for a more collaborative society, we do not see great advances in discussions and understanding of the real role of the leader in organizations that need to generate results And engage their employees.

To better understand this scenario and begin to approach a culture where leaders can be facilitators of the process in their teams through collaboration and engagement, I want to start talking about Hawthorne experience . Have you heard?

Held in Chicago in 1927 by the National Research Council in the United States at a factory of the Western Electric Company, it aimed to determine the impact of working conditions on employee productivity.

In this context, productivity was measured based on the intensity of illumination in the workplace x efficiency of a group of workers who assembled telephone switches. The thesis was that by increasing brightness, there would of course increase productivity. It was not the company’s focus on maximizing production, but conducting a study on the behavior of its employees. (MAY, 1933).

Coordinated by researcher Elton Mayo, the workers were divided into two groups:

Group 1 was allocated in an environment under variable light intensity, while group 2 was sent to a room with constant intensity control.

To the surprise of the researchers, both in the group where the illumination suffered intensity variation, and in the group that worked with constant lighting control, there was an increase in productivity.

In a second stage, the experimental room had its lighting reduced, expecting a decrease in production. But again the researchers were surprised by the increase in productivity. After this unexpected result, other steps had to be inserted in the research, such as: group time changes, workload and interviews.

In conclusion to the experiment, the research team understood that the increase in productivity was due to the motivation of the workers to receive attention and the “fun” environment, due to the atypical movement inside the factory and soft supervision than by the lighting control.

This case clearly shows that first of all, one of the most important aspects of leadership is present . Together with the ability to put yourself in the place of your employees through a clear and constructive relationship for both.

In this sense, more objective term for denominarmos this profile is empathy . Your ability to value and recognize social relationships. That is, influence positively all around.

The big challenge is to get to know the team and their peers. Even if the charges, competitiveness, differences in values ​​and rush from day to day take us out of that focus.

For this, it is imperative to know new behavioral tendencies, processes of collaboration, networks and connection with the working styles of the “Y” and “Z” generations, to filter what is talent and potential and to recognize that friction does not only produce negative results, But a great possibility of collective learning.

Here are some possible actions for that leadership not miss the empathy of view:

Possibilities to lead with empathy: 

  • Have a systemic view of the organization
  • Be an agent of change and collaborate for change
  • Recognize and enhance the strengths of different generations.
  • Guided the work in perspective: Potentials + Action = Transformation. 
  • Knowing employees and their perception of the environment
  • Resolve behavioral conflicts

Despite being a new culture in the construction process, some organizations have already put in another level when it comes to leadership and collaboration. They have an understanding that the challenges of the past will not equal the challenges of the present and of the future. They understand that the more engaging the style of leadership, the more quantitative and qualitative the organizations will have in a more sustainable way.

As we can see, this scenario does not point us to a “superhero” in the position of leader. It has nothing to do with a figure who alone can solve all the challenges. Much less will you have all the answers on the tip of the tongue every question.

Shows that it is essential, “put yourself in the other” is part of this new leader who prioritizes sustainability of relationships inside and outside of organizations, spreading a culture of change and engagement of your team.

Adriano Freitas

Adriano Freitas

Especialista em Psicologia Clínica, Formação e Especialização Clínica em Análise Bioenergética – IABSP – Instituto de Análise Bioenergética de São Paulo, Titulação Internacional Certified Bioenergetic Therapist (IIBA/CBT) International Institutte for Bioenergetic Analysis – Nova York. Certified: Creative Minds com Leon Tsao – IBM Digital Design Lab – New York – USA, Design Thinking for Understanding Clients & Communities com Kristina Drury – Centre for Social Innovation – New York – USA, Business Model Generation, The Canvas com Stephen Walton – Dumbo Startup Lab – New York – USA, Inside The Art of Visual Storytelling com Carl Potts – Marvel Entertainment – New York – USA. Certificação – Consultor DISC – ETALENT. Sócio-Fundador da UAI Conexão & Aprendizagem, consultoria especializada em Educação Corporativa. São 16 anos de experiência, com carreira desenvolvida em grandes empresas. Palestrante com ampla experiência na construção e customização de programas de treinamentos e desenvolvimento com bases comportamentais. Especialista em Jogos Cooperativos e atividades vivenciais Outdoor. Consultor organizacional especialista em gestão estratégica de pessoas e implementação de programas de capacitação orientados a resultados. Membro do International Institutte for Bioenergetic Analysis – IIBA – Nova York.

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