Administrative literature, as a basis for theoretical and applied education and learning, has changed considerably from a theoretical-analytical approach to an empirical-synthetic one, where the variables that involve managerial behaviors vary from a striking rationality, which provokes the analysis of actions through rational systems of causality, towards a contradictory, synthetic and intuitive empiricism.
It is necessary to mention that when observing administrative behavior, both current and past, it is directed towards achieving results, which are theorized in terms of "efficiency" and "effectiveness" in organizations, whatever the approach of their writers and theorists., which transcendentally explains that “knowledge originates from two fundamental sources of the spirit; the first is the faculty of receiving representations (the receptivity of impressions), the second is the faculty of knowing an object through those representations; by the first an object is given to us, by the second is this thought in relation to that representation.
Intuition and concepts constitute, then, the elements of all our knowledge; in such a way that neither concepts without intuition, that in some way correspond to them, nor intuition without concepts, can give knowledge ”.
In general terms, literature, and administrative knowledge, is designed in three clear elements of its evolution and practice, first we find the intuition that is created from the same empiricist approach, second the simplicity in which the virtues and characteristics are written and explained from business success to the point of empiricist logic through managerial action, and finally technology as one of the most used tools by man for his managerial work, on which leaders rely for business success and effectiveness.
The leaders found a combination of leadership that generates the path to success or failure, the combination of the rational, mind, body and emotions generates the objectivity, simplicity and intuition necessary for decision-making, although it seems at first glance A great paradox between the rational and the irrational is a reality that frames the trend in the ideas of the administration.
Here it is convenient to stop for a moment in order to explicitly clarify the rationality to move to the "irrationality" or intuition of the new literature, on the one hand we find that rationality generates in organizations a source of power and control over those resources that surround it and they belong to it, generating influence between the behaviors and the destiny of the institution itself.
In fact, this implicit power in management generates in turn conflicts, inequalities and inequity due to the differences between the individual and the collective.
On the other hand, we find intuition as a new tool, or a tool that the manager, perhaps, had not taken into account for decision-making, although it is known that the human being is inherent in it.
From there it can be seen that it was, to a certain extent, necessary to comment on business experiences and practices in the administrative literature, generating investigative controversies and great analytical power for those who read it.
It is possible to ask then if the literature implies the written expression of the complexity of the organizations, their management and business success, what advantages are found in this, for the exercise of management?
As it is currently known "The first step towards managerial efficiency is the acquisition of a more dynamic vision of organizational processes" so this literature points out more than just the current managerial vision, generating a greater analysis of situations that are not within the schemes and theories of the administration managing to understand the reality in a more personal and human and not mechanical and monotonous way of managerial systematization and standardization, opening in turn opportunities not seen from Cartesian and logical rationality.
KANT, Immanuel, Critique of Pure Reason. Translation by Manuel G. Morente, General Library of Victoriano Suárez: 1928. Madrid. Page 69.
MOTA, Paulo Roberto, Science and the art of being a leader, se, sf Page 65.
