Reducing the Dichotomy Between the Prescribed and Real Leadership Models
Abstract
Organizational practice indicates the existence of a dichotomy between the prescribed (MLP) and real (MLR) leadership models. The present study investigates the existence of this dichotomy and presents a proposal for its reduction. The bibliographic research was carried out in the Scopus and CAPES databases, with methods for prioritizing scientific articles. For data collection, semi-structured interviews with specialists were used, based on the Critical Incident Technique, applied to 10 professionals. The interviews were audio recorded and transcribed. Data analysis is based on Grounded Theory, with the aid of the “NVivo ™” software, version 11.0. Lexical analysis methods were used. The results indicate that, for 100% of the sample, there is a dichotomy between PLM and RLM. The product of this research is a proposal, without validation of the model. The study contributes to the advancement of theory in the field of leadership and to the improvement of its practice.
Keywords: leadership, strategic management of people, organizations.
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