| dc.description.abstract | With the evolution of organizations and globalization, leadership ceases to be an instrument of collection and begins to gain a more inspiring character, to add value and shape the collective spirit of work. Organizations are a diverse environment, where different generations meet and, at the same time, share and disseminate experiences. These generational differences demand more contextual, moldable, and flexible leadership relations, thus leading to changes in power relations at work. Power takes on special relevance in the study, going beyond the hierarchical position, to be understood as a result of the internal and external interactions of the organization and to be understood as a system of influences. Organizations. The present study had as objective to analyze how Generations Y and Z perceive the relations of leadership and power within the banking organizations. This is a qualitative research, where semi-structured interviews were conducted with 20 professionals who work as bankers in different institutions in the metropolitan area of Porto Alegre. All interviews were recorded in audio, transcribed and categorized, and organized and analyzed using NVivo10® software. For the discussion and interpretation of the research data, the content analysis was used. The results are arranged in six units of analysis: 1) organizational actions to improve labor relations; 2) generational aspects that interfere in the work environment; 3) behaviors of the leader that influence and help the development of the leader; 4) perceptions about the power relationship; 5) expectations regarding the leader in the organization; 6) and perceived difficulties in labor relations. The main results indicate that there is no strategic process by companies to take advantage of this interaction between generational differences. Banking organizations must learn from these changes by identifying and working on the synergy of these differences. There is a need to improve the quality of your leaders. Whereas the new generations seek to find managers who possess the skills of coaching. Where power must be exercised through informal relations, with incentives for development and transformation. The structures and segments need new conception, where it favors the integration and the development of working ties. Thus, the contributions highlighted in this research covered the academy, business environment and managers. | en |
