Abstract

Leadership its a topic of interest in organizational research because the impact of the leaders and managers behavior in their teams and the results. Thus, the 3D theory of Reddin (1983) suggests that the behavior of managers is related to behavioral styles related to task orientation and relationships. The purpose of this research was to identify whether the factorial configuration, reliability and validity of the Managerial Effectiveness Diagnosis (MED) (Reddin, 1983). For the we use a non-probabilistic random sample of 94’819 participants, all active managers’ companies in Latin America from 2010 to 2014; to identify if the test kept their psychometric values over time. Also we use a non-probabilistic sample of 726 participants to replicate the studies originally conducted by the author. All they were managers with at least one year in the position and one person in charge. Research shows that this remains a useful test without cultural bias that can be used in organizations for information about the behavior to indicate their basic style, management style and degree effectiveness in performing their chores.

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In this Document, the situation of a Company, fictitiously named “Hydrogen” and operating in the
hydroelectric production sector, is represented.
The following paragraphs describe the strategic peculiarities in terms of company needs and of an
employee, representing his development situation in the context of insertion and with reference to
the inter and intra company strategies undertaken.

Paragraph 5.1 represents the organizational and strategic situation of the identified company,
identifying the objectives and needs of the people involved in the formulation of the corporate
strategy, using an analytical model for evaluating the priorities of each function or unit of the company
itself.
Paragraph 5.2 ,then, analyzes the development plan of a sample employee taking as a reference for
the advancement of skills in terms of emotional intelligence in reaching the executive level.
In Paragraph 5.3, a review of the development plan is carried out based on the strategic needs of
the identified company, also taking into account the achievement of part of the objectives and the
introduction of other reference parameters.
Finally, in Paragraph 5.4, the methods for developing company resources are identified using intercompany
collaboration tools that promote horizontal and vertical development of the resources and
processes themselves, as well as adequate professional development of the resources involved.

Abstract

In this Document, the situation of a Company, fictitiously named “Hydrogen” and operating in the
hydroelectric production sector, is represented.
The following paragraphs describe the strategic peculiarities in terms of company needs and of an
employee, representing his development situation in the context of insertion and with reference to
the inter and intra company strategies undertaken.

Paragraph 5.1 represents the organizational and strategic situation of the identified company,
identifying the objectives and needs of the people involved in the formulation of the corporate
strategy, using an analytical model for evaluating the priorities of each function or unit of the company
itself.
Paragraph 5.2 ,then, analyzes the development plan of a sample employee taking as a reference for
the advancement of skills in terms of emotional intelligence in reaching the executive level.
In Paragraph 5.3, a review of the development plan is carried out based on the strategic needs of
the identified company, also taking into account the achievement of part of the objectives and the
introduction of other reference parameters.
Finally, in Paragraph 5.4, the methods for developing company resources are identified using intercompany
collaboration tools that promote horizontal and vertical development of the resources and
processes themselves, as well as adequate professional development of the resources involved.