Managing the Future: a gender issue or a construction of complementarity?

Much has been said about new models of leadership in actions that inspire compan ies, teams and people and promoting profitable businesses, professionals and sat isfied customers happy. Some decades ago, this speech was not so different as to today. However, most efforts were focused on achieving results and, therefore, the role of leader was not always viewed as a strategic and decisive factor, but as another management tool in organizations. Today, we live a unique moment in the corporate setting, where the above analysis is, at every moment, generating ideas, revaluations and a consequent interest in professionals of Personnel Mana gement and related areas. The big question concerns the existence of management models of the future. Within this thought, some questions are raised to try to m ove corporately: does the manager of the future is a matter of male or female or a construction of the complementarity of both? Prior to contribute to this issu e, it presents some studies conducted on Leadership. Last century, I highlight o ne of the first readings on the subject, the so-called Theory of Characteristics of Great Men, which sought to recognize the hallmarks of the "great men" or the conduct of the leaders of their masses, such as Napoleon, Julius Caesar and Ale xander the Great. Most of these studies sought to build a general theory of the characteristics of leadership, however, its function was the foundation for rema rkable that the "opinion makers" (aka gurus) of management to build some lists o f features and / or skills that leaders should possess or develop. It is clear, however, that the approach of the characteristics of people is becoming less acc epted by scholars on the subject. Although it is understood, too, that companies are taking in this change, and this scenario is much more ordered in the select ion process of professionals than in training them. Today, it is known that the effectiveness of leaders is not substantially linked to personal traits, but als o, and even the approach to conduct them. At that moment, the emphasis on traini ng is much greater, because behaviors can be learned and trained people are able to obtain better results within what is expected by each organization. From thi s trend, we developed a "classification" of Leadership Style and their respectiv e functions. Relate, here are two trends that underpin this statement: the Class ical School of Administration and Human Relations Movement. The first, underlay the role of leader for the interest and the work and tasks, where employees were seen only as instruments for the achievement of organizational objectives, and the presence of the authoritarian manager was an intrinsic component to this rea lity. As for the Human Relations movement, started here the interest for people, their individuality and personal and professional needs. The effectiveness of t he manager democratic, participatory, legitimized this trend, pointing to a new management profile. We are in a time where, more than ever, human behavior becom es the strategic focus of business within the company. The alignment of human sk ills to corporate strategies enhances the need to care and invest increasingly i n the human side of leadership. And in that sense, it put the role of profession al women in this scenario. In principle, space women was highly limited, because many of the professions were said "Masculine" and, in most cases, the limited vacancies in offices to carry out du ties as telephone operators or secretaries, and while his career just evolved. T oday, the reality is editing a new history within organizations. Increasingly, w e see the growing presence of women in large companies and in positions previous ly occupied by men. Do not want to empower women here the flag, the rights and s hared the successes achieved, but rather focus on this new professional environm ent where men and women have roles of managers, and how that working relationshi p develops. When we talk about professional relationship, we are indirectly refe rring to styles, shapes, cultures, feelings and human behavior. Men and women ar e different, think different, act different, different dreams, but all this anta gonism needs and must find synergy to the effectiveness of these leaders reflect ed in the achievement of goals and organizational strategies.€The manager of th e future is far from a model of gender, sex or a particular behavior. As profess ionals, our greatest difficulty is to know ourselves as men and women with diffe rent profiles and conjugating this mixture of perspectives within the corporate

management. Already as a business, it's up to them, for example, pay more attent ion to these important differences, knowing aproveitálas to a better understand ing of the employees of an organization. These yes, have sex, have needs and beh aviors. And this approach is the key to the complementarity of gender legitimize s the construction of a perfect management and future. Karine is Bighelini Public Relations, Speaker, Consultant in Organizational Comm unication and Sharing Partner-Director of Associated Consultants.