Editorial - Leadership and Generations

Leonardo Nelmi Trevisan, Elza Fátima Rosa Veloso, Joel Souza Dutra
2019 Revista de Carreira e Pessoas  
The difficult understanding of generational differences has made any and all leadership process even more complex. The behavioral distances found in the working world between the generations of baby boomers, X, Y and Z have made research on the coexistence of generations more and more urgent. Organizational behavior, worldview, perspectives, and attitudes have earned serious distinctions among companies between different ages. In this context, to better understand how the idea of leadership
more » ... a of leadership needed new cycles of adaptation in the face of diverse generational expectations, the relationship between leadership and generation was chosen as the thematic axis of the second issue of Volume 9 of the Journal of Careers and People. The effectiveness of internship programs is still significant discussion in the processes of entry into the world of work. For this reason, the opening article of this edition of ReCaPe, "Alpha S / A Company's Internship Program: A Case Study on the Transform Program" deepens this debate with quantitative research with trainees enrolled in the program quoted in the company defined as Alpha which is, in fact, an organization founded in 1942, as a public company in the area of minerals, privatized in 1997, based in Brazil, operating in 38 countries, employing 126 thousand people. The objective of the article, by the professor of the Postgraduate Center of the University of the Amazon and professor of the State University of Maranhão, Carlos Antonio Furtado Dutra and the researcher Sâmmya Garcia Camelo, also of the State University of Maranhão, aims to verify the perception of the trainees in relation to professional growth, as well as to identify limitations in relation to this development, to evaluate the correspondence between theory and practice, and also to analyze the effective use of these companies' functional framework. The result of the quantitative research with all members of the company's Transform Program showed that only a third of trainees recognize that the program helps to recognize problems and find
doi:10.20503/recape.v9i2.42424 fatcat:6vdy6ph6hvhpjbhibfvlejbo64