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Publication
Desafios e estratégias de liderança e sucessão em uma empresa familiar: estudo de caso
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| 2.54 MB | Adobe PDF |
Advisor(s)
Abstract(s)
O presente trabalho apresenta como tema os desafios e estratégias de liderança e
sucessão em uma empresa familiar, auferindo assim o objetivo de explorar as diferentes
perspetivas da temática da liderança, sucessão e gestão de recursos humanos, bem como,
comparar a perceção dos trabalhadores e do gestor face ao estilo de liderança, compreender o
processo de sucessão na ótica da liderança e compreender a influência da liderança na empresa
face às práticas de recursos humanos.
As empresas familiares destacam a sua relevância na economia nacional e revelam
enfrentar vários desafios, nomeadamente no equilíbrio de conciliação de estilos de liderança
eficiente, na sua estrutura quanto às dinâmicas familiares e a conciliação das mesmas com as
práticas de gestão. Ainda, enfrentam desafios no processo de sucessão quanto ao seu
planeamento eficaz, bem como, na adaptação efetiva das práticas de recursos humanos que
muitas vezes se revelam inadequadas e informais, comprometendo o sucesso da empresa.
Para a recolha de informação pertinente ao estudo, os métodos de recolha de dados
compreenderam análises documentais, entrevistas semiestruturadas com o(a) atual gestor(a) da
empresa, bem como, a aplicação de um inquérito por questionário aos trabalhadores da
empresa, remetendo a um método de investigação qualitativo que permita a análise de múltiplas
perspetivas. Isto, sustentado através da recolha de literatura relevante, bem como, através da
análise dos dados recolhidos através dos métodos de recolha inumerados.
Assim sendo, verifica-se de um modo geral que o(a) gestor(a) da empresa aplica conceitos chave na sua liderança para a conciliação da dinâmica familiar e corporativa, dado à maioria
dos trabalhadores considerarem que o(a) gestor(a) aplica a sua liderança com transparência,
respeito mútuo, comunicação aberta e objetivos comuns. Porém, a perceção de um
predominante estilo de liderança autocrático e orientado para os resultados, visa contribuir para
uma delimitação da comunicação e participação dos trabalhadores e sucessores da empresa o
que confere uma análise multidimensional de perspetivas ao estudo em questão.
Quanto à sucessão, esta é encarada como natural, ainda assim, revela falta de
planeamento e o estilo de liderança do(a) gestor(a) revela as limitações na liberdade de tomada
de decisões, bem como, a sua centralização no poder, o que reflete na autonomia dos sucessores
e sentimento de credibilidade na empresa. Já as práticas de recursos humanos, revelam falta de
estruturação e de formalidade, bem como, uma dependência e centralização face ao(à) gestor
da empresa.
The present work explores the challenges and strategies of leadership and succession in a family business, aiming to examine various perspectives on leadership, succession, and human resource management. It also seeks to compare the perceptions of workers and the manager regarding leadership style, understand the succession process from a leadership standpoint, and analyze the influence of leadership on human resource practices within the company. Family businesses play a significant role in the national economy, but they face several challenges, particularly in balancing efficient leadership styles with family dynamics and aligning these with management practices. Additionally, they encounter difficulties in succession planning and adapting human resource practices, which are often inadequate and informal, potentially compromising the company’s long-term success. To gather relevant information, the research employed documentary analysis, semi structured interviews with the current manager, and a questionnaire survey of the company's employees. This qualitative research approach allowed for the examination of multiple perspectives, supported by both relevant literature and the data collected through these methods. The findings indicate that the company’s manager applies key leadership concepts to reconcile family and business dynamics. Most employees believe that the manager demonstrates leadership through transparency, mutual respect, open communication, and shared goals. However, the perception of a predominantly autocratic, results-oriented leadership style appears to limit employee communication and participation, offering a multidimensional perspective on the issue. Regarding succession, it is perceived as a natural process but reveals a lack of planning. The manager’s leadership style, marked by centralized decision-making, restricts the autonomy of successors and affects the perception of credibility within the company. Human resource practices, in turn, exhibit a lack of structure and formality, with a heavy reliance on and centralization around the company manager.
The present work explores the challenges and strategies of leadership and succession in a family business, aiming to examine various perspectives on leadership, succession, and human resource management. It also seeks to compare the perceptions of workers and the manager regarding leadership style, understand the succession process from a leadership standpoint, and analyze the influence of leadership on human resource practices within the company. Family businesses play a significant role in the national economy, but they face several challenges, particularly in balancing efficient leadership styles with family dynamics and aligning these with management practices. Additionally, they encounter difficulties in succession planning and adapting human resource practices, which are often inadequate and informal, potentially compromising the company’s long-term success. To gather relevant information, the research employed documentary analysis, semi structured interviews with the current manager, and a questionnaire survey of the company's employees. This qualitative research approach allowed for the examination of multiple perspectives, supported by both relevant literature and the data collected through these methods. The findings indicate that the company’s manager applies key leadership concepts to reconcile family and business dynamics. Most employees believe that the manager demonstrates leadership through transparency, mutual respect, open communication, and shared goals. However, the perception of a predominantly autocratic, results-oriented leadership style appears to limit employee communication and participation, offering a multidimensional perspective on the issue. Regarding succession, it is perceived as a natural process but reveals a lack of planning. The manager’s leadership style, marked by centralized decision-making, restricts the autonomy of successors and affects the perception of credibility within the company. Human resource practices, in turn, exhibit a lack of structure and formality, with a heavy reliance on and centralization around the company manager.
Description
Keywords
Empresas familiares Desafios Liderança Sucessão Family businesses Challenges Leadership Succession