RESUMOEste trabalho objetiva identificar o nível de liderança carismática em profissionais que ocupam cargos de gestão em organizações de saúde do sul de Santa Catarina. Foi utilizado como base teórica Conger et al (1997) que desenvolveu um modelo teórico de liderança carismática composto por cinco dimensões, i) visão estratégica e articulação (SVA); ii) sensibilidade ao ambiente (SE); iii) sensibilidade aos membros (SMN); iv) risco pessoal (PR); v) comportamento não convencional (VB). Esta pesquisa se caracterizou como descritiva e de campo, cuja análise dos dados foi predominantemente quantitativa. Este estudo foi realizado em duas organizações de saúde (hospital (1) e clínica de saúde (2)) localizadas na região sul de Santa Catarina (Brasil). No hospital há 262 trabalhadores, porém somente 220 aceitaram participar da pesquisa, o que corresponde a 84% dos respondentes. Na clínica de saúde há 43 trabalhadores, porém somente 38 aceitaram participar da pesquisa, o que corresponde a 88% dos respondentes. Os resultados indicaram a inexistência de diferença significativa nos escores de liderança carismática. Neste sentido, foi possível constatar que os líderes apresentaram, em geral, médias superiores a 5 pontos, em uma escala de 6 (mínimo 1 e máximo 7). Esse resultado indica que em ambas instituições os líderes apresentaram tendência para a liderança carismática.Palavras-chave: Liderança. Carisma. Hospital. Saúde. The charismatic leadership in health organizations in the south of Santa Catarina ABSTRACTThis study aims to identify the level of charismatic leadership in management positions inside health organizations from the South of Santa Catarina. The theoretical support was based on Conger, et al (1997), which developed a model of leadership composed by five dimensions, i) strategic vision and articulation (SVA); ii) sensitivity to the enviroment (SE); iii) sensitivity to the members (SMN); iv) personal risk (PR); v) unconvencional behavior (VB). The study was characterized as a field research, descriptive and the data analysis was mostly quantitative. The research was made in two health organizations (hospital (1) and clinic (2)) based in the South of Santa Catarina (Brazil). The hospital has 262 employees but only 220 of them agreed to respond, which corresponds to 84% participants. The clinic has 43 employees and 38 of them responded the research, which corresponds to 88% participants. The results indicated that there is no significant difference in charismatic leadership scores. Therefore, it was possible to verify that the leaders generally present averages superior to 5 points, in a scale of 6 (minimum 1 and maximum 7). This result indicates that in both organizations the leaders presented tendency to charismatic leadership.

This study identifies the level of charismatic leadership in leaders of the slaughterhouse company located in the south of Santa Catarina (Brazil). It was theoretically approached the effects of charisma in the exercise of leadership and charismatic leadership and its dimensions according to the theoretical model of Conger et al. (1997). This research is characterized as descriptive. The technique analysis is predominantly quantitative. The study was carried out in three factories in the company of food of slaughterhouse type, located in the south of Santa Catarina. This company has a total of 4.526 employees and 51 leaders in the three units. Only 40 leaders participated in the search. The data collection process consisted of the application of a structured questionnaire proposed by Conger et al (1997) with 20 statements distributed in 5 (five) dimensions as follows: (i) strategic vision and articulation; (ii) sensitivity to the environment; (iii) sensitivity to members; iv) personal risk and v) nonconventional behavior. The 47th issue was opened, proposed by the authors of this paper, as a way to understand the challenges of leadership in this field of research. It can be concluded that leaders present the more traditional leadership than charismatic. To the charismatic leadership, the leader should be more enthusiastic in order to mobilize members to "to their best to the company." The results indicated that leaders tend to act within a certain neutrality, without causing greater impacts that arouse enthusiasm in the leaders.