Pensamiento crítico y liderazgo en ejecutivos de mando medio y alto de Latinoamérica
Date
2020-12-11
Journal Title
Journal ISSN
Volume Title
Publisher
Pontificia Universidad Católica del Perú
Abstract
La presente investigación identificó la relación entre el pensamiento crítico y los estilos de
liderazgo transformacional, transaccional y pasivo evitativo en ejecutivos de mando medio y
alto de Colombia, Perú y Ecuador. Para ello se realizó una investigación con un diseño no
experimental, enfoque cuantitativo y alcance correlacional. Los instrumentos usados fueron el
Watson Glaser Critical Thinking Appraisal (WGCTA, por sus siglas en inglés) y el
Multifactor Leadership Questionnaire (MLQ, por sus siglas en inglés). La muestra aleatoria
consistió de 160 ejecutivos de mando medio y alto de Colombia, Ecuador y Perú. Para el
análisis de datos, se usó un modelo de ecuaciones estructurales y la técnica estadista de
cuadrados mínimos parciales. Los resultados generales mostraron que, ante un mayor nivel de
pensamiento crítico, los ejecutivos tienden a tener un ligero aumento en su estilo de liderazgo
transformacional y una leve disminución en su estilo de liderazgo pasivo-evitativo.
Asimismo, el modelo desarrollado indicó que el pensamiento crítico no tiene una relación con
el liderazgo transaccional en la muestra mencionada. En lo referente a la relación de las
subescalas del pensamiento crítico con los estilos del liderazgo, se confirmó que las
subescalas de inferencia, interpretación y evaluación de argumentos explican el liderazgo
pasivo-evitativo. Por otro lado, los ejecutivos con edades entre 27 y 40 años no mostraron
ninguna relación entre el pensamiento crítico y los estilos de liderazgo. De igual forma, los
ejecutivos con edades entre 41 y 55 años, ante un mayor nivel de pensamiento crítico,
manifiestan un ligero incremento en su estilo de liderazgo transformacional. Para finalizar,
los ejecutivos con edades entre 56 y 64 años revelaron que, ante un aumento en el nivel del
pensamiento crítico, incrementan moderadamente su nivel de liderazgo transformacional y
reducen relativamente su nivel de liderazgo pasivo-evitativo.
The present investigation identified the relationship between critical thinking and the transformational, transactional, and passive avoidance leadership styles on middle and senior management executives from Colombia, Peru and Ecuador. This research used a nonexperimental design, quantitative approach and correlational scope. The instruments used were the Watson Glaser Critical Thinking Appraisal (WGCTA) and the Multifactor Leadership Questionnaire (MLQ). The random sample consisted of 160 middle and senior management executives from Colombia, Ecuador, and Peru. Structural equation model and the partial least squares statistical technique were used to the data analysis. The general results showed executives who have higher level of critical thinking, have a slight increase in their transformational leadership style and a decrease in their passive-avoidant leadership style. Likewise, the model developed indicated that critical thinking does not have a relationship with transactional leadership in the sample. Regarding the relationship of the critical thinking subscales with leadership styles, was confirmed that subscales of inference, interpretation and evaluation of arguments explain passive-avoidant leadership. Executives between the ages of 27 and 40 had not showed any relationship between critical thinking and leadership styles. On the other hand, executives between 41 and 55, with a higher level of critical thinking, showed a slight increase in their transformational leadership style. Finally, executives between 56 and 64 years old showed that, when faced with an increase in the level of critical thinking, they moderately increased their level of transformation and moderately decreased their level of passive-avoidant leadership.
The present investigation identified the relationship between critical thinking and the transformational, transactional, and passive avoidance leadership styles on middle and senior management executives from Colombia, Peru and Ecuador. This research used a nonexperimental design, quantitative approach and correlational scope. The instruments used were the Watson Glaser Critical Thinking Appraisal (WGCTA) and the Multifactor Leadership Questionnaire (MLQ). The random sample consisted of 160 middle and senior management executives from Colombia, Ecuador, and Peru. Structural equation model and the partial least squares statistical technique were used to the data analysis. The general results showed executives who have higher level of critical thinking, have a slight increase in their transformational leadership style and a decrease in their passive-avoidant leadership style. Likewise, the model developed indicated that critical thinking does not have a relationship with transactional leadership in the sample. Regarding the relationship of the critical thinking subscales with leadership styles, was confirmed that subscales of inference, interpretation and evaluation of arguments explain passive-avoidant leadership. Executives between the ages of 27 and 40 had not showed any relationship between critical thinking and leadership styles. On the other hand, executives between 41 and 55, with a higher level of critical thinking, showed a slight increase in their transformational leadership style. Finally, executives between 56 and 64 years old showed that, when faced with an increase in the level of critical thinking, they moderately increased their level of transformation and moderately decreased their level of passive-avoidant leadership.
Description
Keywords
Ejecutivos--Liderazgo--Investigaciones--América Latina, Pensamiento crítico--Investigaciones--América Latina