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Critical reflection is understood as a valuable exercise for the creation of new meanings and behaviours. This article argues that if the focus of critical reflection is too concentrated on performance, its strength in the work environment is weakened, in other words, its potential for creating changes diminishes. This is based on an interpretive qualitative study that aims to understand the meaning that critical reflection assumes in the work environment and how it relates to managerial competence regarding professional conduct. Using narratives from the managers of a financial organisation, events involving disorienting workday dilemmas are presented, revealing moments of reflection. The actions set in motion by these reflections, and when these actions became competencies for negotiating conflicts between individual desires and the transformation of their context, are then discussed. Finally, a warning is offered about the risk of weakening the concept of critical reflection in the workplace, as it is sometimes treated merely from the performance point of view in the literature.

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Purpose: This paper aims to contribute to the research on the use of reflection in the work environment, highlighting its use in the development of interpersonal skills. This study presents procedures for promoting critical reflection using critical incidents, dialogue and reflective diaries, which can be a reference for researchers, managers, consultants and corporate educators. Design/methodology/approach: This research was guided by an interpretative qualitative approach that is suitable for the study of critical reflection. The authors chose the method of action research because of its interactionist and interventionist character, which allows for the evaluation of the leadership soft skills development experience. Findings: A leadership soft skills development program based on the concept of critical reflection in the work context leads to leaders having potential to promote changes in management practices and enhancing behavior, and the study points out the conditions necessary for success in instituting the desired changes and transformation.

Practical implications: The proposed developmental model, based on reflective conversations of critical incidents, dialogue and reflective diaries, stimulates critical reflection. This can be applied by other actors who are interested in promoting assessment and the development of soft skills. Originality/value: There are few studies that discuss critical reflection in the corporate environment. In particular, few present models or tools that foster a reflective view of one's assumptions, beliefs and values. This research not only advances this proposal by introducing considerations from practical experience as developed through action research, but it also signals the high potential of the study's approach to promoting the development of soft skills.

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