From Traditional Leadership to Holdership
Unraveling the Semco’s Case
Keywords:
InnovationAbstract
This article explores the role of holdership principles in organizational dynamics, focusing on the case of Semco, a renowned Brazilian company recognized for its innovative practices. Drawing on Winnicott’s theory of human emotional development, the study examines the application of holdership principles within Semco and their implications for employee experiences and organizational outcomes. The specific objectives are to analyze the alignment of Semco’s practices with holdership principles, explore the conceptual connections between Winnicott’s theory and holdership, and investigate the impact of holdership on individual and organizational outcomes. Through qualitative analysis, the study reveals that Semco’s emphasis on autonomy, ownership, collaboration, and shared responsibility reflects the embodiment of holdership principles. The findings indicate positive outcomes, including increased employee satisfaction, enhanced creativity and innovation, and improved organizational dynamics. However, a critical perspective reminds us to consider potential trade-offs and unintended consequences. Overall, this article aims to contribute to the understanding of holdership as a sustainable and inclusive organizational framework and provides practical implications for organizations seeking to foster a supportive and empowering work environment.
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