The senior manager as a strategy manager in change scenarios: practice in the brazilian public sector

Robson Campos Leite; Americo da Costa Ramos Filho

doi:10.31686/ijier.vol8.iss12.2835

Authors

Robson Campos Leite UFRRJ - Universidade Federal Rural do Rio de Janeiro https://orcid.org/0000-0002-3199-5325
Americo da Costa Ramos Filho UFRRJ - Universidade Federal Rural do Rio de Janeiro https://orcid.org/0000-0003-4643-9767

DOI:

https://doi.org/10.31686/ijier.vol8.iss12.2835

Keywords:

Management and Strategy, Strategic Situational Planning, Transformational Leadership

Abstract

How does the senior manager of a public organization practice the strategy and mobilize his team to enable continuously, in the organization where it is located: meeting its mission, stakeholder needs and the dynamics of the internal and external environment? This question guides the research of this article which also presents the structuring of a framework that brings together four academic approaches - Carlos Matus' Situational Strategic Planning (1991; 1997; 2005), as a central element; Whittington's Strategy as a Social Practice (1997; 2002; 2004; 2006); Freeman's Stakeholder Theory (2010); and Burns' Transformational Leadership (1978; 2003). Data were collected in semi-structured interviews and treated qualitatively by Thomas's inductive analysis (2006), the Gibbs coding and categorization method (2009) and the matching presented by Trochim (1989). The framework should serve as a reference for the action of the manager regarding the mentioned issue.

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