Comportamentos e temperamentos no trabalho: contribuições para a gestão de equipes

Abstract

The telecommunications sector is constantly changing. Since the early 2000s, it has been possible to observe a scenario marked by major changes. In this context, there is one essential point: it is not enough to have people at your side in leadership; you need to prepare them to perform this role successfully. To achieve this, knowing each employee is essential. In order to understand how the company can manage the different temperaments present in its team and what strategies can be adopted to achieve better organizational results, a qualitative and quantitative survey was conducted with 18 participants, including the manager, at a telecommunications company. Two questionnaires were applied to collect data, based on different instruments: one proposed by Grah and another by Eysenck for employees, and another questionnaire suggested by artificial intelligence to identify the manager's strategies. Based on this investigation, it was found that, according to Grah's instrument, 47% of employees have a phlegmatic temperament. A similar result was observed in the Eysenck instrument, with a percentage of 35.3%. In other words, regardless of the method used, the phlegmatic temperament stands out as the predominant profile among team members. Given this result, it was observed that the most effective strategy, according to the manager, to deal with this group is to offer constant support and encouragement, especially during periods of change. In addition, it is recommended to form diverse teams, composed of employees with different temperamental profiles, to promote more balanced and efficient performance. This is because, in essence, the phlegmatic tends to be calmer and more passive, preferring to act at their own pace.