A solidão no poder nas organizações

Abstract

Este artigo analisa o sentimento de solidão nas organizações. Consideramos diferentes solidão e solitude. A solidão no poder pode ser relacionada com a solidão que, em inglês, é designada pela palavra "loneliness": tem uma conotação negativa e é marcada pelo sentido de isolamento. Já a solitude pode ser relacionada à solidão do poder, em que temos a escolha de estar só sem que, necessariamente, nos sintamos sozinhos. Foram realizadas entrevistas com oito líderes de grandes organizações brasileiras, avaliadas por meio de Análise de Conteúdo. Os resultados indicam que as alternativas criativas e algumas vezes inovadoras têm maior probabilidade de florescer na solidão do poder, pois ativam e reforçam a prática da responsabilidade. A solidão no poder é inerente ao papel da liderança e à tomada de decisão. Para que tenhamos uma organização de aprendizagem, é preciso incentivar a aprendizagem individual e capacitar a elite gerencial para assumir riscos e possíveis erros advindos de uma prática solo.

Institutional Leaderships

“…The questionnaire aimed to capture the CA leaders' perception on the loneliness of power, subordinate to organizational efficiency, on "decision making" and the "role of leaders". In the study by Tomei and Fortunato (2008), there are some types of decision that must be taken in isolation. With the dissemination of the practice of participative management, this type of decision is sometimes criticized as being centralizing and authoritarian.…”

“…On the contrary, the most significant percentage agrees that solitude is a demotivating factor (41.7%) and that all decisions can and should be discussed in a group (50.0%). According to Tomei and Fortunato (2008), solitude in power is inherent to the decision maker as part of the responsibility of directing an organization. All interviewees stated that they experienced solitude, and noted the physical importance of isolation, sometimes necessary for a decision to be made.…”

“…Hence, in the opinion of the study participants, the leader has to know how to give people space but, at the same time, exercise his/her authority. Furthermore, Boyd and Gumpert, mentioned by Tomei and Fortunato (2008), warn that sharing concerns or doubts with colleagues can give rise to conflicts. The leaders, despite being always surrounded by people -staff, clients and suppliers -do not feel comfortable sharing their decisions and worries, because those people around them are seen as competitors.…”

“…Most of the leaders agree that there must be group participation in making decisions on questions that are fundamental to the organization (58.8%) and that solitude in power affects only those organizations where decision making is highly centralized (45.8%). Referring to Tomei and Fortunato (2008), most of the study participants demonstrated an ability to tolerate high levels of solitude in the decision making process, even deeming it to be necessary. The need to have this ability grows in proportion to the increase in responsibilities.…”

“…Besides this, 41.0% of them agree that stress generates a sense of solitude among power holders and that this feeling of solitude may be fostered by the organizational climate and by human behaviour (59.0%). Jackson et al mentioned by Tomei and Fortunato (2008), highlight the importance of the role of the leader, who needs to have the balance to harmonize his/her needs for solo participation with the needs of his/her team members. Balance is only viable through the management of solitude in power.…”