Sem chefes, mas com líderes
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Abstract
Purpose: To present an alternative path to the hierarchical organizational structure, exploring the changes and impacts of holacracy on leadership and employees.
State of the art: Recent and scarce, the literature on holacracy shows positive results from its implementation, such as flexibility, engagement, and organizational adaptability. However, there are also challenges, including the complexity of the structures and rituals that replace hierarchy.
Scope: This is an in-depth single case study, using triangulation of qualitative data.
Originality: Given that most efforts to implement self-managed teams are only incremental within still-hierarchical structures, this case provides a fertile ground for learning about transformations in the practice of shared leadership.
Impact: This study inspires us to question the prevailing paradigm and move toward more horizontal structures and relationships, fostering environments of greater collaboration and knowledge sharing.
SDG: 8 – Decent Work and Economic Growth
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References
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