Authentic Leaders form New Leaders to Assume the Command of their own Company: A Reflection on Authentizotic Organizations

Mário Nenevé, Suzete Antonieta Lizote, Miguel Nenevé

Authentizotic organizations, Leadership, Authentic leader, Condor, Succession.

In this article we explore the transformation of a family company into an anonymous society, or rather, a joint-stock company, and the importance of the leader in this transformation process. It is a case study on an organization named Condor S/A, from Southern Brazil São Bento do Sul - Santa Catarina) in which a successful authentic family leader was able to inspire new leaderships that maintained the values of the company and in the future took over the company´s general direction. Our study, therefore, is directed towards an organization that manages, with its authentic leaders, to form internal managers capable of taking charge of the company itself. We discuss the importance of an authentic family leader who withdraws from the company and is succeeded by an external manager. Scholars such as Kets de Vries , M. F. R (2013) and Luthans, F.; Avolio, B. J. (2003) help us to construct our argument on “authentizotic“ organization.

10.22161/ijaers.5.10.13