{"id":135376,"date":"2024-06-05T09:45:39","date_gmt":"2024-06-05T15:45:39","guid":{"rendered":"https:\/\/leadershipcircle.com\/?p=135376"},"modified":"2025-06-18T03:25:29","modified_gmt":"2025-06-18T09:25:29","slug":"um-modelo-universal-de-lideranca","status":"publish","type":"post","link":"https:\/\/leadershipcircle.com\/pt-br\/blog\/um-modelo-universal-de-lideranca\/","title":{"rendered":"Um Modelo Universal de Lideran\u00e7a"},"content":{"rendered":"<p style=\"font-size: 30px; line-height: 100%;\"><strong>Um Modelo Universal de Lideran\u00e7a<\/strong><\/p>\n<p style=\"font-size: 20px;\"><em>Desenvolvendo l\u00edderes \u00e0 altura da complexidade que enfrentam<\/em><\/p>\n<p style=\"font-size: 15px;\"><strong>Por Bob Anderson e Bill Adams<\/strong><\/p>\n<p>A velocidade com que desenvolvemos l\u00edderes precisa acompanhar \u2014 ou superar \u2014 o ritmo das mudan\u00e7as e o n\u00edvel crescente de complexidade do ambiente de neg\u00f3cios atual. Esse \u00e9 o grande desafio de lideran\u00e7a que a maioria das organiza\u00e7\u00f5es enfrenta hoje. No entanto, os m\u00e9todos tradicionais de desenvolvimento de l\u00edderes n\u00e3o est\u00e3o dando conta do recado. A \u00e1rea de desenvolvimento de lideran\u00e7a, embora rica em teorias e pesquisas valiosas, ainda funciona de forma bastante fragmentada \u2014 e, por isso, com resultados limitados.<\/p>\n<p>Ap\u00f3s tr\u00eas d\u00e9cadas dedicadas a integrar esse campo disperso de conhecimento, criamos o Modelo Universal de Lideran\u00e7a \u2014 um modelo robusto o suficiente para refletir a complexidade da realidade atual, e ao mesmo tempo sofisticado e acess\u00edvel para guiar o desenvolvimento dos l\u00edderes do futuro.<\/p>\n<p><img decoding=\"async\" class=\"wp-image-30502 alignleft\" src=\"https:\/\/leadershipcircle.com\/wp-content\/uploads\/2015\/11\/6.1-Four-Quadrants-of-the-Universal-Model-of-Leadership-color-01-285x300.png\" alt=\"\" width=\"321\" height=\"338\" srcset=\"https:\/\/leadershipcircle.com\/wp-content\/uploads\/2015\/11\/6.1-Four-Quadrants-of-the-Universal-Model-of-Leadership-color-01-285x300.png 285w, https:\/\/leadershipcircle.com\/wp-content\/uploads\/2015\/11\/6.1-Four-Quadrants-of-the-Universal-Model-of-Leadership-color-01.png 308w\" sizes=\"(max-width: 321px) 100vw, 321px\" \/>Esse modelo \u00e9 representado visualmente por um c\u00edrculo (veja a Figura 1), dividido por eixos vertical e horizontal que formam quatro quadrantes. O eixo vertical representa os est\u00e1gios de desenvolvimento do l\u00edder \u2014 ou seja, o n\u00edvel de maturidade do seu &#8220;jogo interno&#8221;, que influencia diretamente sua efic\u00e1cia no &#8220;jogo externo&#8221; da lideran\u00e7a. Essa espinha dorsal do modelo \u00e9 sustentada por est\u00e1gios progressivos do desenvolvimento adulto. J\u00e1 o eixo horizontal representa dois pilares essenciais para a efic\u00e1cia da lideran\u00e7a: Tarefa e Relacionamento. Pesquisas apontam que a maneira como um l\u00edder conduz tarefas e gerencia relacionamentos explica grande parte do seu desempenho. L\u00edderes que equilibram esses dois aspectos tendem a ser mais eficazes.<\/p>\n<p>Essa matriz de quatro quadrantes \u00e9 a base do Modelo Universal. Um l\u00edder pode atuar de forma Criativa \u2014 engajando pessoas com empatia e autonomia, incentivando o melhor delas. Ou pode operar de forma Reativa \u2014 ainda voltada para as pessoas, mas guiada pela necessidade de aceita\u00e7\u00e3o, o que reduz sua autonomia e impacto. Da mesma forma, ele pode lidar com tarefas de forma criativa \u2014 sendo orientado por prop\u00f3sito, vis\u00e3o e melhoria cont\u00ednua \u2014 ou de forma reativa \u2014 controlando excessivamente e for\u00e7ando resultados al\u00e9m dos limites sustent\u00e1veis.<\/p>\n<p>A partir dessa estrutura, desenvolvemos o Leadership Circle Profile (LCP) \u2014 uma avalia\u00e7\u00e3o 360\u00ba desenhada para oferecer feedback detalhado ao l\u00edder com base no Modelo Universal (veja a Figura 2). No c\u00edrculo externo da metade superior do LCP est\u00e3o 18 compet\u00eancias criativas fortemente associadas \u00e0 efic\u00e1cia da lideran\u00e7a (correla\u00e7\u00e3o de 0,93) e ao desempenho organizacional (0,61). Na metade inferior, encontram-se 11 estilos de lideran\u00e7a reativos, que limitam essas compet\u00eancias e apresentam correla\u00e7\u00e3o inversa com a efic\u00e1cia (-0,68) e o desempenho empresarial (-0,32).<br \/>\n<img decoding=\"async\" class=\"wp-image-30503 alignright\" src=\"https:\/\/leadershipcircle.com\/wp-content\/uploads\/2015\/11\/6.5-Optimal-Leadership-Profile-color-01-285x300.png\" alt=\"\" width=\"344\" height=\"362\" srcset=\"https:\/\/leadershipcircle.com\/wp-content\/uploads\/2015\/11\/6.5-Optimal-Leadership-Profile-color-01-285x300.png 285w, https:\/\/leadershipcircle.com\/wp-content\/uploads\/2015\/11\/6.5-Optimal-Leadership-Profile-color-01.png 308w\" sizes=\"(max-width: 344px) 100vw, 344px\" \/><br \/>\nO c\u00edrculo interno organiza essas 18 compet\u00eancias em cinco categorias que sintetizam o melhor das teorias de lideran\u00e7a dos \u00faltimos cem anos. Essas categorias se alinham ao eixo Tarefa\u2013Relacionamento: Relacionamento e Autoconsci\u00eancia \u00e0 esquerda (lado relacional), Realiza\u00e7\u00e3o e Consci\u00eancia Sist\u00eamica \u00e0 direita (lado de tarefa), com Autenticidade no centro \u2014 a base da lideran\u00e7a eficaz individual e coletiva.<\/p>\n<p data-start=\"3468\" data-end=\"3759\">A metade inferior do c\u00edrculo segue essa l\u00f3gica: <em data-start=\"3516\" data-end=\"3530\">Conformidade<\/em> representa uma abordagem reativa voltada a pessoas (abaixo de Relacionamento), <em data-start=\"3610\" data-end=\"3620\">Controle<\/em> \u00e9 reativo e voltado a tarefas (abaixo de Realiza\u00e7\u00e3o), e <em data-start=\"3677\" data-end=\"3687\">Prote\u00e7\u00e3o<\/em> est\u00e1 no centro inferior. Essa organiza\u00e7\u00e3o visual \u00e9 o cora\u00e7\u00e3o do modelo.<\/p>\n<p data-start=\"3468\" data-end=\"3759\">O Perfil Ideal de Lideran\u00e7a foi constru\u00eddo com base nas respostas de mais de 50.000 gestores ao redor do mundo, que descreveram o tipo de lideran\u00e7a que permitiria que suas organiza\u00e7\u00f5es prosperassem agora e no futuro. Esse perfil ideal apresenta altos \u00edndices de compet\u00eancias criativas (em torno do percentil 90) e baixos \u00edndices de tra\u00e7os reativos (cerca do percentil 10), al\u00e9m de um equil\u00edbrio forte entre tarefas e relacionamentos. Interessantemente, diferentes culturas descreveram padr\u00f5es bastante similares.<\/p>\n<p>Se sabemos o que funciona em lideran\u00e7a, por que t\u00e3o poucas organiza\u00e7\u00f5es apresentam culturas que reflitam esse conhecimento? Por que ainda carecemos de formas eficazes de mensurar e acompanhar o desenvolvimento da lideran\u00e7a individual e coletiva? Por que a chamada &#8220;Agenda de Lideran\u00e7a&#8221; ainda n\u00e3o \u00e9 vista como prioridade estrat\u00e9gica pelos executivos?<\/p>\n<p>Nossas pesquisas confirmam que a efic\u00e1cia da lideran\u00e7a est\u00e1 profundamente ligada ao est\u00e1gio de desenvolvimento do l\u00edder \u2014 validando a import\u00e2ncia do &#8220;jogo interno&#8221;. \u00c0 medida que o l\u00edder evolui para o Est\u00e1gio Criativo, sua capacidade de gerar resultados extraordin\u00e1rios aumenta consideravelmente.<\/p>\n<p>Desenvolvimento \u00e9 a combina\u00e7\u00e3o de compet\u00eancia e consci\u00eancia \u2014 a integra\u00e7\u00e3o entre o jogo externo e o jogo interno, o dom\u00ednio e a maturidade. O Modelo Universal de Lideran\u00e7a combina as melhores pr\u00e1ticas e teorias para promover essa integra\u00e7\u00e3o.<\/p>\n<p>Tudo isso aponta para uma conclus\u00e3o: desenvolver l\u00edderes extraordin\u00e1rios \u00e9 um projeto de longo prazo \u2014 \u00e9, de fato, o trabalho de uma vida. O caminho para se tornar um grande l\u00edder \u00e9 o mesmo caminho para se tornar um ser humano extraordin\u00e1rio. Se quisermos responder ao desafio da lideran\u00e7a que temos diante de n\u00f3s, precisamos transformar a maneira como desenvolvemos l\u00edderes. Esse processo precisa ser cont\u00ednuo, sist\u00eamico, integrado e voltado tanto para indiv\u00edduos quanto para coletivos. Precisa, tamb\u00e9m, considerar o jogo interno e o externo da lideran\u00e7a. Qualquer coisa aqu\u00e9m disso tende a fracassar.<\/p>\n<p>Desenvolver l\u00edderes capazes de atuar com clareza, impacto e humanidade em ambientes empresariais cada vez mais complexos exige um foco igual no desenvolvimento da compet\u00eancia e da consci\u00eancia. Essa \u00e9 a nova fronteira da lideran\u00e7a. E essa \u00e9 a agenda que os l\u00edderes de hoje precisam adotar \u2014 para si mesmos e para suas organiza\u00e7\u00f5es.<\/p>\n<p>&nbsp;<\/p>\n<p style=\"text-align: center;\">#\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 #\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 #<\/p>\n<p><strong>\u00a0<\/strong><\/p>\n<p>Trecho extra\u00eddo de<em> Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results,<\/em> de Robert J. Anderson e William A. Adams (Wiley, 2015)<\/p>\n<p>&nbsp;<\/p>\n<p>Bob Anderson \u00e9 presidente e diretor de desenvolvimento, e Bill Adams \u00e9 CEO do The Leadership Circle e do Full Circle Group. S\u00e3o coautores de <em>Mastering Leadership<\/em> (Wiley). Para mais informa\u00e7\u00f5es, acesse: <a href=\"http:\/\/www.fcg-global.com\">www.fcg-global.com<\/a> ou <a href=\"https:\/\/leadershipcircle.com\">https:\/\/leadershipcircle.com<\/a>.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Um Modelo Universal de Lideran\u00e7a Desenvolvendo l\u00edderes \u00e0 altura da complexidade que enfrentam Por Bob Anderson e Bill Adams A velocidade com que desenvolvemos l\u00edderes precisa acompanhar \u2014 ou superar&#8230;<\/p>\n","protected":false},"author":83,"featured_media":135377,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","inline_featured_image":false,"_price":"","_stock":"","_tribe_ticket_header":"","_tribe_default_ticket_provider":"","_tribe_ticket_capacity":"0","_ticket_start_date":"","_ticket_end_date":"","_tribe_ticket_show_description":"","_tribe_ticket_show_not_going":false,"_tribe_ticket_use_global_stock":"","_tribe_ticket_global_stock_level":"","_global_stock_mode":"","_global_stock_cap":"","_tribe_rsvp_for_event":"","_tribe_ticket_going_count":"","_tribe_ticket_not_going_count":"","_tribe_tickets_list":"[]","_tribe_ticket_has_attendee_info_fields":false,"footnotes":""},"categories":[2084,2086,2079],"tags":[2231,2087,2232],"wf_post_folders":[],"class_list":["post-135376","post","type-post","status-publish","format-standard","has-post-thumbnail","category-coaches-pt-br","category-desenvolvimento-organizacional","category-lideranca","tag-leadership-pt-br","tag-mastering-leadership-pt-br","tag-universal-model-pt-br"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - 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