LEADERSHIP ACADEMY IN UNIVERSITY HOSPITALS: PEDAGOGICAL GUIDELINES FOR MANAGERIAL DEVELOPMENT AT HUPAA-UFAL IN THE LIGHT OF PETER SENGE

Abstract

This study sought to propose a pedagogical model of continuing education for middle managers in public hospitals, embodied in a Leadership Academy for the Professor Alberto Antunes University Hospital at the Federal University of Alagoas (HUPAA-UFAL). In university hospitals of the Brazilian Hospital Services Company (EBSERH), corporate education is anchored in asynchronous virtual compliance tracks, which frequently collide with chronic time constraints and cultural fragmentation among medical, nursing, and administrative fields. This applied, qualitative research, with a documentary and propositional design, is grounded in Peter Senge's five disciplines of Learning Organizations: Personal Mastery, Mental Models, Shared Vision, Team Learning, and Systems Thinking. As a result, an 80-hour dialogic curriculum organized into four modules was designed, integrating protected working hours, interprofessional mentorship, and monitoring criteria grounded in Kirkpatrick's evaluation model. It is concluded that developing leadership in the public healthcare sector requires shifting from prescriptive instruction to permanent arenas of collective reflection, where mutual recognition among professional subcultures enables sustainable solutions for the operational challenges of the Unified Health System (SUS).