Saberes da alta liderança na tomada de decisões estratégicas à luz do knowing-in-practice

Abstract

With the constant use of information technologies and with the globalization process gradually present in society, companies have turned their attention to opportunities and difficulties, associated with the learning process, in the structuring and construction of organizational behaviors in the transfer of ?good practices? . The objective of this thesis is to understand how top leadership?s knowledge has been constituted in the decision-making process in the light of knowing in practice. Therefore, an applied research has been carried out, with a qualitative approach, an exploratory objective, whose strategy used has been the generic qualitative study, which has allowed to analyze in greater depth how the interviewees interpret, constitute and reconstitute their practices. Twenty-two CEOs, managers, supervisors, coordinators and analysts (considered indirect leaders) from different sectors have been interviewed, whose interviews have been recorded, transcribed, validated and organized through Nvivo12. The results of this study have pointed to the approximation between the practices of decision makers with knowing in practice, showing that knowledge is intertwined with action, which occurs in a constructed way and has been carried out in daily work practices. The final reflection of this study is that, from theoretical lens of knowing in practice, knowledge is continuous and fluid, it has built and modified daily, through managers? formal and informal knowledge and interactions occur with their followers, peer managers, board of directors and their personal contacts. From the results, a framework has been developed, which presents the interviewees' knowledge, highlighting the practice at the center of the interactions. Practical knowledge has been mediated by what happened in the past and what has been learned from experience and experience. Thus, the findings have denoted the importance of studies, understanding how knowledge has been constituted through practices with regard to top leadership?s actions. In order to demystify the idea that top leadership is infallible and that it always knows everything; this study has highlighted the need to emphasize approaches that present leaders as they are, not as they should be. It is not about being a perfect leader, it is being someone who enables human and organizational development, being a transformational agent, for oneself, for people and with people. As a result, this research has elucidated that leadership styles has made it possible to have a parameter on the way leaders could make their decisions, but it is through knowledge, which will allow them to lead their teams, according to the context in which they have been inserted [resumo fornecido pelo autor].