The leader and the organizational learning process: a study in work groups of client service at bank agencies

Abstract

This article refers to the influence of the leaders in facilitating the learning process at the bank agencies (branches), of the Client Service Team, understanding that this service is a competitive deferential for the organizations. It is based on an exploratory research accomplished in the city of São Paulo, in which it proceeded to a survey of qualitative data by means of interview in depth with 12 bank employees at the bank agencies of three different private national banks. For the interpretation of the obtained data, “Content Analysis” was used. The results show us that the leaders with the features of leadership characteristically transformable, managed to conciliate a more favorable environment to the learning of the employees than those who had the transactional features, even though the working environments that have been researched were highly controlled, based on the routine length, demanding the administration a leadership that is more concerned to relieve the frustrations than to generate transformations.