Submitted by JOSIANE SANTOS DE OLIVEIRA (josianeso) on 2018-09-25T15:01:02Z No. of bitstreams: 1 Fabiano Defferrari Gomes_.pdf: 1305713 bytes, checksum: d1c5efc948356fce88cb44ce7cecad7e (MD5) / Made available in DSpace on 2018-09-25T15:01:02Z (GMT). No. of bitstreams: 1 Fabiano Defferrari Gomes_.pdf: 1305713 bytes, checksum: d1c5efc948356fce88cb44ce7cecad7e (MD5) Previous issue date: 2018-05-30 / Nenhuma / Este trabalho tem como objetivo compreender o papel da liderança nas empresas movidas pelo propósito a partir da percepção de líderes de cargos estratégicos e liderados destas organizações. O estudo foi realizado por meio de pesquisa qualitativa exploratória através de 22 entrevistas semiestruturadas, sendo 11 líderes de cargos estratégicos e 11 liderados de 12 empresas com fins lucrativos consideradas como sendo movidas pelo propósito, situadas no Brasil, mais especificamente, Rio Grande do Sul e São Paulo. Para tratamento dos dados adotou-se a análise de conteúdo com auxílio do software NVIVO 11. A partir da teoria construiu-se o roteiro de entrevistas e definidas 11 categorias, das quais emergiram 52 subcategorias na análise. Os principais resultados de cada categoria foram: 1) não existe separação de valores pessoais e profissionais; 2) a conexão do propósito empresarial e das pessoas se dá com boa comunicação e relações mais horizontais; 3) a liderança movida pelo propósito é centrada no ser humanos e busca a congruência entre discurso e prática; 4) os valores de liderança ultrapassam os limites da empresa e impactam positivamente a sociedade; 5) a pluralidade se constrói em ambientes seguros, colaborativos e de confiança; 6) a liberdade com responsabilidade é parte importante da construção da liderança nas empresas movidas pelo propósito; 7) reciprocidade se constrói com a cultura do feedback e atitudes concretas; 8) a liderança movida pelo propósito está disposta a sacrificar lucros no curto prazo para preservar o propósito, os valores e a singularidade da empresa; 9) os contextos e ambientes, formais e informais nos quais as pessoas se encontram geram e reforçam as conexões e afinidades entre as pessoas; 10) os maiores desafios estão relacionados às habilidades de liderança, como comunicação, relações humanas, coerência e evolução; 11) conhecer a si mesmo, valores e o propósito é fundamental ao desenvolvimento da liderança. O paradigma da liderança movida pelo propósito sempre tem a felicidade dentro da equação. Não se negociam valores, mesmo que isso implique um crescimento mais lento para a organização. / This paper aims to understand the role of leadership in the purpose-driven companies from the perception of leaders of strategic positions and led of these organizations. The study was carried out using qualitative exploratory research through 22 semi-structured interviews, of which 11 were leaders in strategic rolls and 11 were led from 12 profit-making companies considered to be purposeful, located in Brazil, namely Rio Grande do Sul and São Paulo. For the data treatment, the content analysis was adopted with the help of the NVIVO 11 software. From the theory, the interview script was constructed and 11 categories were defined, from which 52 subcategories emerged in the analysis. The primary results of each category were: 1) there is no separation of personal and professional values. 2) The connection between the business purpose and the people happens with excellent communication and more horizontal relations. 3) Leadership driven by the spirit is centered on the human being and conveys the congruence between discourse and practice. 4) Leadership values push the limits of the company and positively impact society. 5) Plurality is built in safe, collaborative and trustworthy environments. 6) Freedom with accountability is an essential part of building purposeful business leadership. 7) Reciprocity is built with feedback acculturation and real attitudes. 8) Purpose-driven leadership is willing to sacrifice profits in the short run to preserve the company's purpose, values, and uniqueness. 9) The contexts and environments, formal and informal in which people meet, generate and reinforce the connections and affinities between people. 10) The most significant challenges are related to leadership skills such as communication, human relations, coherence, and evolution. 11) Knowing yourself, values, and purpose is key to developing leadership. The paradigm of leadership driven by purpose always has happiness within the equation. Values are not negotiated, even if this means slower growth for the organization.

This paper comprehensively examines a new type of social media influencer characterized by altruistic tendencies. Utilizing the popular YouTube channel Vlogbrothers as the case study text for a constant comparative analysis, this research explores how the strategies altruistic influencers use to mobilize their community for good, the characteristics of the altruistic influencers, and how altruistic influencers create community. Through an in-depth analysis of 30 Vlogbrothers videos, the themes of education, community, and shared humanity emerged. Education, shared values, and calls to action are discussed as essential for mobilizing communities in charitable endeavors. Authenticity, quality, accessibility, and solutions-focused action were found to be vital characteristics of altruistic influencers. Structure, collaboration, multi-format content, parasocial relationships, and traditions are discussed as community-building tools for altruistic influencers. This research contributes to the existing literature on corporate social responsibility and purpose-driven organizations within the realm of social media influencers. Furthermore, it introduces the concept of "altruistic influencer" as a distinct category within this literature. By outlining the key characteristics and strategies observed in altruistic influencers, this study provides a valuable framework for other influencers to model and encourages further exploration of this field.