Soft skills na gestão pública federal : abordagem no contexto da Era 4.0

Abstract

To propose actions aimed at enhancing the soft skills of managers at the Geological Survey of Brazil (SGB) within the context of the transformations driven by the 4.0 Era. The study is based on the recognition that digital transformation has increased the demand for socio-emotional competencies complementing technical skills in contemporary Public Administration. Theoretical Framework: This research is situated within the Public Administration and Organizations research line of the Professional Master's Program in Public Administration (PROFIAP), contributing to the debate on human resource management and manager development in the public sector. Methodology: The study adopts a qualitative, exploratory, and applied approach, conducted through a single-case study. The investigation was structured around: (a) the development of a conceptual analysis matrix grounded in the specialized literature; (b) the design of a structured questionnaire comprising statements assessed using a five-point Likert scale, which was reviewed by a committee of experts in human resource management; and (c) the administration of the questionnaire to SGB employees to identify their perceptions of the soft skills by their immediate managers. The data were presented using divergent bar charts to identify the least developed item within each competency. Based on the theoretical framework, the findings supported the development of a technical product consisting of action plans designed using the 5W2H tool, with the objective of improving the least developed aspects of the soft skills assessed among SGB managers. Main Findings: The conceptual analysis matrix resulted in the identification of 14 soft skills that constituted the analytical framework of this study: (1) Communication; (2) Problem Solving; (3) Teamwork; (4) Adaptability/Flexibility/Resilience; (5) Interpersonal Relationships/Interpersonal Skills; (6) Creativity and Innovation; (7) Professional Ethics; (8) Leadership; (9) Critical/Analytical Thinking; (10) Conflict Resolution/Conflict Management; (11) Learning; (12) Decision-Making; (13) Customer/Citizen Orientation; and (14) Planning and Organization. The questionnaire results indicate that SGB employees hold a predominantly positive perception of their managers' soft skills. Nevertheless, specific gaps were identified in areas such as feedback, participatory planning, conflict prevention, and shared decision-making, which received the lowest levels of agreement among respondents. Theoretical and Methodological Contributions: From a theoretical perspective, the study advances the discussion on soft skills in Public Administration. Methodologically, the development of the conceptual analysis matrix contributes to reducing the conceptual fragmentation observed in the literature on soft skills. Furthermore, it provides a structured and replicable model for diagnosing and assessing soft skills in public organizations. Relevance and Originality: The originality of the study lies in integrating theory and practice by identifying behavioral gaps and proposing practical actions to foster the development of public managers, considering the demands of digital transformation and Public Administration 4.0. In addition, the research addresses an underexplored topic by examining soft skills within the context of Brazilian Public Administration. Social and Managerial Contributions: By promoting the development of socio-emotional competencies among public managers, the study contributes to the modernization of public management. Furthermore, it aligns with SDG 16 of the UN 2030 Agenda, which seeks to build effective institutions. From a managerial perspective, the proposed action plans may support the training of public managers, strengthen people governance, and foster an organizational environment better suited to the demands of the digital era.