Pipeline de liderança como estratégia para cooperativas agropecuárias: oportunidades e limitações

Abstract

This research investigates the applicability of the Leadership Pipeline in an agricultural cooperative, analyzing its opportunities and limitations. The Pipeline model structures leadership development into seven progressive levels, based on professional values, time management, and specific skills. However, the organizational structure and cooperative culture, characterized by shared governance, decentralized decision-making, and strong collaboration, may present different implications for its implementation compared to conventional organizations. Through qualitative interviews with leaders from a large agricultural cooperative and another that already adopts the Pipeline model, the study sought to understand their perceptions regarding their leadership journey and development. The results indicate that, although the model serves as an effective strategy for leadership development and management, its implementation faces challenges such as the lack of a formal succession process, the need for a strategic HR approach, and the involvement of senior leadership. The direct participation of the board in leadership development emerged as a crucial factor for the model’s success. Additionally, discrepancies between leaders' perceptions and organizational reality were identified, emphasizing the importance of structured career progression processes. The study recommends continuous training, talent management enhancement, and stronger HR alignment with organizational strategy, ensuring systematic leadership development while respecting the cooperative culture. Thus, this research contributes to the discussion on management professionalization, governance strengthening, and the long-term sustainability of agricultural cooperatives.