A percepcao e disseminacao da cultura organizacional pela lideranca: analisando os fatores contingenciais no ambito de uma cooperativa medica

Abstract

Leadership and culture are inseparable social phenomena. There is no dissemination of culture without leadership and contingency factors directly impact the development of these constructs within an organization. Thus, the study aims to analyze the perception and dissemination of organizational culture by leadership, analyzing the contingency factors within a medical cooperative. In the study, different sources of methodological strategies were used to carry out a qualitative research, of a single case study, which was carried out through document analysis, from the management reports from 2018 to 2020, semi-structured interview with managers and, in addition, focus groups with employees. The use of these strategies allowed the triangulation of data, in addition to bringing greater reliability to the research. The specific objectives established for the development of the investigation are: (i) to analyze how the contingency factors external to the organization are perceived according to the leaders; (ii) characterize the elements that constitute the organizational culture of a health cooperative; (iii) describe the characteristics that employees perceive in their leadership; and (iv) describe how leaders disseminate the culture among their work teams. To conduct the interview scripts with the subjects (managers and employees), the methodological approach entitled Cognitive-Reflexive Approach (ACR) was used, introduced by Pinho e Silva (2021), which is based on capturing the interviewee's perceptions and cognitions in a spontaneous, through the technique of cards and free written production. The use of the Reflexive Cognitive Approach represents the adoption of new methodologies in qualitative research with the objective of bringing an advance to the scientific field of Administration. This dissertation is relevant in three aspects. The first is to bring contributions to the academic community regarding studies carried out on the constructs – organizational culture and leadership, considering the contingency factors external to the organization. The second point concerns the management of the cooperative, given its particularity of experiencing possible organizational changes since new members assume management every four years, and the third point is the social contribution, as this research provided important data on the organizational culture of the cooperative and makes it possible to disseminate more accurate information about its management to society.