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Relación entre humildad del líder y empoderamiento psicológico: rol moderador del género entre líder-subordinado
(Pontificia Universidad Católica del Perú, 2019-11-08) Noboa Auz, Marjorie Ligena; Pino Jordan, Ricardo Miguel
En línea con la influencia del género en el contexto laboral, el propósito del presente estudio fue examinar cómo la humildad expresada por el líder y el género interactúan en la predicción del empoderamiento psicológico de los subordinados. Las hipótesis fueron contrastadas a través de 253 encuestas aplicadas a maestrantes en administración de empresas en Ecuador. Se utilizó el de análisis de multigrupos (MGA) con la técnica de re-muestreo bootstrapping para analizar las relaciones de los grupos combinados por género en la relación líder-subordinado. Luego, se evaluó el efecto moderador del género sobre las variables estudiadas. Los resultados indicaron que existe una relación significativamente positiva entre la humildad expresada por el líder y el empoderamiento psicológico, y que el género tiene un rol moderador en esta relación. El impacto de la humildad del líder sobre el empoderamiento psicológico, fue más fuerte cuando líder era masculino y el subordinado también era masculino. Se debe remarcar que no se evidenció ningún efecto cuando el líder y el subordinado eran mujeres. Esta investigación contribuyó a estudios sobre género en el contexto laboral y la humildad en el liderazgo. Este es el primer estudio que presenta evidencia empírica de los efectos moderadores del género en la relación entre humildad del líder y empoderamiento psicológico.
Ethical positions and leadership styles in a mayor’s office
(Pontificia Universidad Católica del Perú, 2019-11-06) Garzón-Lasso, Fernando Alexander
Recent cases of unethical behavior in organizations indicate the need to carry out empirical research to determine the existence of a relationship between ethics and leadership, demanded by society and prescribed by various academic theories. For this reason, through the conduction of non-experimental, cross-sectional, quantitative research, it is sought to make a process of falsification of the theoretical proposals that establish a relationship between the ethical position and leadership styles in the context of a municipal mayoralty. In the development of the research, the responses of 219 leaders were satisfactorily received, answering questions from two psychometric instruments of wide recognition and academic validity, the Ethics Position Questionnaire (Forsyth, 1980) and the Multifactor Leadership Questionnaire (Bass & Avolio, 1993). They were carried out both through an exploratory data analysis and a confirmatory factor analysis, and four models of structural equations that tested the existence of a relation between the ethical position and the styles of leadership; it was also possible to identify the influence exerted by the different ethical positions in each one of the styles of leadership in a local public administration. These findings facilitate the identification of ethical leadership models in local public organizations, and contribute towards the empirical demonstration of the current discussion on the relationship between ethics and leadership in organizations.
Leadership styles, organizational culture and organizational effectiveness: a study of multilatinas
(Pontificia Universidad Católica del Perú, 2018-08-09) Alvarez Echavarría, Ana Claudia; D’Alessio Ipinza, Fernando Antonio
The relationship of leadership and organizational culture on performance has been empirically proven (Eppard, 2004), determining that the combination of transformational leadership and constructive culture yields in positive job performance, while on the contrary, transactional leadership and defensive culture has negative outcome. Given that both leadership and culture are constructs with differentiated variables (Bass & Avolio, 1993; Cooke & Szumal, 2000), different combinations of leadership style and organizational culture, could result in various outcome scenarios. Previous scholar findings about leadership and culture frameworks are abundant in developed economies, not so much in emerging regions such as Latin America, the latter with increasing importance in the worldwide economy. Particularly multilatinas, face the challenge of short term economic hurdles, outstanding therefore the importance of improving knowledge of leadership and organizational culture as key drivers for sustained growth and evolution. The objective for the proposed research was to identify the relationship between leadership style, organizational culture, and organizational effectiveness, in Latin American transnational corporations, or as so called, multilatinas. Surveys were implemented in three large multilatinas located in Central America and Andean region, in the retail, construction and food industries. Findings of the research pointed that the constructive culture was the most relevant variable in the development of higher attainment of organizational effectiveness, even beyond the transformational leadership. The Latin American multilatina leader was valued due to the heroic-ethic transformational profile in conjunction with the contingent reward transactional one. The ambiguity from followers appreciating a heroic leader, but at the same time demanding detailed direction from leaders, thus avoiding own responsibility, posed the need for future research for collective-empowering leadership rather than an individual one

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