ABSTRACT
The business environment has been developing a growing interest in the
concept of organizational culture, as it plays an important role in the
functioning and results of organizations, but the public sector, although it
has reformed over the years, these same reforms have not contributed to a
competitive sector in the area of Human Resources and innovation. It continues
to be a cumbersome and bureaucratic Administration, leaving little room to
create commitment and sustainable cohesion with regard to human relations,
procrastinating change and adapting to creativity and innovation. It is in
these points that the weaknesses of the public service are found, with a strong
conservative culture of legal imposition, although some authors defend that the
restructuring has allowed some flexibility in the approximation to the
principles of private management. Thus, the objective of this investigation is
to contribute to a better understanding of the cultural characteristics of
public organizations and their relationship with leadership. This study uses
the exploratory sequential mixed method, starting with a qualitative data
analysis, based on an exploratory interview with a general and open question,
which gave rise to the problem and defined the literature to be applied. In the
empirical analysis, real quantitative data were applied, acquired through a
questionnaire survey, with 100 questions indexed to the four quadrants of
Robert Quinn’s model of contrasting values. In short, the main conclusions
obtained show a bureaucratic Public Administration, with a need for change and
innovation, to respond to current demands, in order to provide quality and
flexible services. The results demonstrate an organizational culture of rules,
hierarchical, internally focused and with the structure in control. Managers
corroborate the results of this culture, focused on internal processes and
centred on the normal state of leadership.