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Copyright of Environmental & Social Management Journal / Revista de Gestão Social e Ambiental is the property of Environmental & Social Management Journal and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Perspectiva Educacional is the property of Perspectiva Educacional and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Leadership is fundamental in Ecuadorian companies, driving the development, efficiency and competitiveness of their employees. In Ecuador's mining companies, leadership is crucial to creating an innovative environment; leaders not only guide, but also inspire teams to achieve ambitious goals. They encourage creativity, the adoption of sustainable technologies and solutions, and promote a culture of innovation that benefits the mining industry and business progress in Ecuador. This paper was developed to evaluate how leadership influences the organizational climate for innovation in a mining company in Ecuador. Statistical models of factor analysis were applied to establish which type of leadership has the greatest influence on the organizational climate for innovation in the company studied. Relationships were found between transformational and transactional leadership factors with flexibility and innovation support, while task orientation in the field of innovation is influenced by elements of passive leadership. [ABSTRACT FROM AUTHOR]

Leadership plays a fundamental role in the success and efficiency of public entities, their officials direct and manage these organizations, so they must have effective leadership skills that allow them to guide their teams towards the achievement of institutional goals and projections. The different styles of leadership that can be adopted by officials, their distinctive characteristics and impact on organizational performance are taken into account, with the main objective of: Analyzing the different styles of leadership that are adopted by public officials in their role of direction and management in these organizations, for an overview. The results highlight the importance of adopting transformational and democratic leadership styles that promote effective organizational performance, employee engagement, and job satisfaction in public entities. [ABSTRACT FROM AUTHOR]

Copyright of Páginas de la Educación is the property of Universidad Catolica del Uruguay Damaso Antonio Larranaga and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Dictamen Libre is the property of Universidad Libre Seccional Barranquilla and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Introduction: transformational leadership creates a satisfactory and motivational work environment that drives the processes of change and innovation in an organization, which was also evidenced during the COVID-19 pandemic; it was the health personnel who bravely faced and assumed this role and challenge. Objectives: to know the importance of transformational leadership in hospital management, to analyze the organization's response capacity according to the requirements of its hospital management and to diagnose the satisfaction of health personnel in their work area. Methods: systematic review of papers published between 2016 and 2021, the search was performed in articles with indexing in Scielo, Scopus, Science Direct, Latindex and others. Exclusion and inclusion criteria were applied. Conclusions: the analysis of the selected articles allowed finding different approaches and determining that leadership is of importance in management and decision making in a strategic way for hospital improvement both for the staff and for those who receive the care service. [ABSTRACT FROM AUTHOR]

Copyright of Revista Venezolana de Gerencia (RVG) is the property of Revista de Filosofia-Universidad del Zulia and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal Public Administration & Social Management / Administração Pública e Gestão Social is the property of Administracao Publica e Gestao Social and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Introduction/Objective: A transformational leader means originating and stimulating positive change in their followers. These leaders are not only involved and focused on the progress of each follower, but also on building a flexible organizational culture. The study sought to determine how the application of a transformational leadership program improves the organizational culture of the Provincial Municipality of Huaura, Peru. Methodology: Quantitative study, experimental design with pretest-posttest and control group, and explanatory scope. Data were collected through a pre- and post-test. The sample was random and included 60 workers of this entity, who were distributed in two groups of 30 elements each and were administered a 20-question questionnaire. Results: According to the Mann-Whitney U statistic, it was found that in the pretest the perception of organizational culture obtained a value of 0.216 higher than the theoretical Sig. (α = 0.05); however, after administering the program, in the posttest, the perception of the entity’s culture was 0.000 lower than the theoretical Sig. Conclusions: It was confirmed that the administration of a transformational leadership program significantly improved the organizational culture in the institution under study, since it contributed to the employees’ commitment to their work and the institution, to the sharing of new values and the assumption of better policies to face changing environments, as well as to innovate and accept risks, and to orient themselves as a team towards results. Introducción/objetivo: un líder transformacional significa originar y estimular cambios positivos a sus seguidores. Estos líderes no solo se involucran y se enfocan en el progreso de cada seguidor, sino, además, en la construcción de una cultura organizacional flexible. El estudio buscó determinar cómo la aplicación de un programa de liderazgo transformacional mejora la cultura organizacional de la Municipalidad Provincial de Huaura, Perú. Metodología: estudio cuantitativo, de diseño experimental con preprueba-posprueba y grupo de control, y alcance explicativo. Los datos se recopilaron mediante un pretest y postest. La muestra fue aleatoria y contó con 60 trabajadores de dicha entidad, a quienes se les distribuyó en dos grupos de 30 elementos cada uno y se les administró un cuestionario de 20 preguntas. Resultados: de acuerdo con el estadístico U de Mann-Whitney, se contrastó que en el pretest la percepción de la cultura organizacional obtuvo un valor de 0.216 mayor a la Sig. teórica (α = 0.05); sin embargo, después de administrar el programa, en el postest, la percepción de la cultura de la entidad fue de 0.000 menor a la Sig. teórica. Conclusiones: se confirmó que la administración de un programa de liderazgo transformacional mejoró significativamente la cultura organizacional en la institución en estudio, dado que contribuyó a que los colaboradores se comprometieran con su trabajo e institución, a que se compartieran nuevos valores y se asuman mejores políticas para enfrentar los entornos cambiantes, así como a innovar y aceptar riesgos, y a orientarse como equipo hacia los resultados.

In today's increasingly web-enabled digital world, business environment is being transformed into ecosystems of partners in which digital connectivity, real-time data, information sharing, and visibility are enabled. Partners are becoming increasingly dependent, network collaboration is turning into a key success factor, and managerial, organizational and leadership paradigms are radically changing. This study investigates the requirements of leadership under these collaborative, transformational and technology-intensive conditions. Through a comprehensive and systematic literature review, the study offers main leadership requirements, desired leadership practices, and leader profiles to become successful in this context. Therefore, a conceptual framework is developed. The findings reveal that leadership requirements for digital ecosystems (DES's) are entirely different from traditional leadership understanding, and orchestration stands out as a key concept. This study is valuable for providing a comprehensive literature review and developing a conceptual framework. [ABSTRACT FROM AUTHOR]

The article analyzes and describes the changes, tensions and challenges found in the exercise of authority in the workplace, specifically, in organizations that have been systematically evaluated by young people as the best places to work. As a context, we understand that transformations in the exercise of authority must be understood from the confluence of two elements. In the first place, an organizational transformation, associated with the tendency of current management and organization models to blur the role of authority and take away its prominence in the management of the workforce and, secondly, a transformation at the societal level, which in the case of Chile, refer to certain cultural orientations towards an expectation of greater horizontality in relationships with others, which imposes new challenges to the exercise of authority. The confluence of both transformations is key in the current understanding of the exercise of authority, which are expressed in the workplace, showing that authority represents a space of challenge and tension for both, organizations and individuals. Between 2019 and 2020, 12 in-depth interviews were conducted with young professionals between 21 and 35 years old, who work in companies in the service sector of the industry, in order to understand the forms and tensions associated with the exercise of authority and control place of this in those organizations that more radically assume the principles of the new management and that, at the same time, strive to attract and retain young people, who would carry the new cultural orientations of horizontality. The service industry in Chile represents the largest productive matrix, constituting one of the main sources of employment - especially for young people - being relevant to address the question of the exercise of authority in this productive sector. The results of the interviews made it possible to characterize the efforts made by organizations to modify organization and management schemes that lead to blurring the role of formal authority. In this way, initiatives that used to be exclusively attributed to formal authority stand out, but that today we see progressively being transferred to the execution line, such as encouraging the group and orienting it towards organizational purposes; distribute and regulate tasks and times; control and correct deviations from expected performance; facilitate the work environment and relationships between those who make up the teams. We identified 3 areas of organizational initiatives that account for the blurring of the formal leadership, which refer to the commitment to objective systems and open information, the introduction of collaborative work managerial methodologies and flat organizational structures. It should be noted that the process of blurring the role of the formal authority as a result of the organizational initiatives does not end up making the heads disappear, but rather limits their presence and exercise to specific appearances in which the systems, methodologies and structures fail to guarantee the expected performance. At the same time, the results of the study reveal the ways in which authority is transformed, as well as the spaces of ambiguity and tension on which its exercise unfolds, identifying four fields of tension linked to the place and the ambiguous moment in which it is exercised within the framework of the new organization and management practices. In each of these fields - daily bond, delegate, act or intervene and, accompany - we find demands and evaluations towards authority, subtleties and ambiguities about how authority should be exercised and possibilities of falling into lack, which together reveal an exercise of authority in permanent tension. [ABSTRACT FROM AUTHOR]

Copyright of Revista Telos is the property of Revista Telos and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revista de Ciencias Sociales (13159518) is the property of Revista de Ciencias Sociales de la Universidad del Zulia Venezuela and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This exploratory study measures the impact of emotional intelligence training on educational leaders' skill development. Using a quasi-experimental methodological approach, the researchers evaluated the effectiveness of a postgraduate leadership program for aspiring leaders. The course was grounded in two models of emotional intelligence, a mixed model (Goleman, 2001) and the ability model from Mayer and Salovey (1997). The sample consisted of 45 aspiring leaders in urban New York City. The Leadership Practices Inventory (LPI) and The Emotional Social Competency Inventory (ESCI) were the measurements used for evaluating results. The preliminary results conducted by paired sample t-tests showed positive statistically significant differences in all the variables of the ESCI and the LPI. Further analysis, with a quasi-experimental pre-posttest design, evaluated the effect of the cohort and maturation. Results showed positive statistically significant differences in all five leadership practices of the LPI, except in the practice of Challenge. Prospective school leaders' perception of their emotional intelligence competencies, measured by the ESCI, also demonstrated significant positive results in all variables except Self-Awareness. Awareness. In conclusion, the training program for aspiring leaders, consisting of emotion skill and competency development in both mixed and ability EI models, has demonstrated effectiveness in most EI and leadership variables. We recognize that aspiring leaders development will require more experience and practice. The study also notes that emotionally intelligent leaders' behaviors are often aligned with transformational leadership. [ABSTRACT FROM AUTHOR]

Copyright of Psychology, Society & Education is the property of Psychology, Society & Education and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This research replicates the study of the influence of leadership styles on the innovative behavior of Peruvian cadets by Norena-Chavez et al. (2021), this time with officers from the Escuela Superior de Guerra del Ejército del Perú, involving a random sample of 103 middle command officers. The data were evaluated by structural equation modeling using partial least squares (PLS-SEM). A statistically significant influence of the leadership styles studied on the innovative behavior of the officers was found, with a higher influence shown by the transformational leadership style than transactional leadership. This research contributes to a deeper understanding of the relationship between leadership styles and innovative behavior in the military. [ABSTRACT FROM AUTHOR]

Copyright of Retos: Nuevas Perspectivas de Educación Física, Deporte y Recreación is the property of Federacion Espanola de Asociaciones de Docentes de Educacion Fisica and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The digital transformation generated vertiginous and important changes in the media industry. There is content saturation and variation in the consumption pattern. Audiences migrated from traditional to digital media. Several were sold, while others were merged. New actors are inserted every day, increasing the competition from the media. Leadership, innovation, and creativity are some of the alternatives that the media can use to seize opportunities and become competitive. Transformational leadership is a style used in the communication industry sector, due to the same fact that in the newsroom (or production) it is necessary for leaders to have a behavior that favors creativity and innovation, in order to be more competitive. In this research, the Multifactor Leadership Questionnaire - MLQ-5X instrument is used, which is a widely used tool to measure leadership. It is possible to establish that, in the public media, transformational leadership is the predominant style, that there is a considerable and positive correlation between idealized behavioral influence, intellectual stimulation and motivation and inspiration with satisfaction and effectiveness. Communication professionals from Public Media perceive that directors, bosses, and coordinators are leaders who motivate and inspire others to accomplish goals, they can even give more of themselves thanks to their engagement and trust. [ABSTRACT FROM AUTHOR]

Exposure to psychosocial risks and workplace violence is associated with a higher prevalence of workers' mental health problems. The purpose of the present study was to examine the mediating role of workplace violence between psychosocial risks (ISOSTRAIN, effort-reward imbalance), organizational background (tyrannical leadership) and mental health problems (distress) among 1023 workers in three high complexity public hospitals in three regions of Chile. It was hypothesized that exposure to psychosocial risks and some organizational features (tyrannical leadership) is associated with lower levels of mental health and that part of this effect is mediated by exposure to workplace violence. A questionnaire was applied including the Negative Act Questionnaire Revised (NAQ-R), the Psychological Distress Screening, the Destructive Leadership Scale, the Effort-Reward Imbalance Questionnaire and the Job Content Questionnaire. Path analysis showed that exposure to psychosocial risks, tyrannical leadership and workplace violence increase levels of workers' distress. Part of the effect of psychosocial risks and tyrannical leadership on mental health is mediated by exposure to workplace violence. The article finishes by discussing the need to move forward in developing protocols and prevention of psychosocial risks and workplace violence, particularly in the context of public health work. [ABSTRACT FROM AUTHOR]

Objective: identify which leadership styles are used by nurse managers and understand their influence on nurse's burnout nurses in the work context. Method: scoping review, carried out in April 2021, conducted according to the Joanna Briggs Institute methodology. Two independent reviewers assessed the relevance of the articles, the extraction and synthesis of data. Results: 3.532 studies were identified in the literature search, of which seven studies presented the eligibility characteristics for inclusion in the review. The leadership styles identified in the literature were transformational leadership and authentic leadership that reveal a positive impact on reducing burnout; laissez-faire leadership that, on the contrary, promotes an environment that facilitates the development of the syndrome under study; transactional leadership, in turn, did not show significant results in reducing and preventing burnout, as well as autocratic, charismatic and situational leadership whose results were not quantifiable for its prevention. Conclusion: it was concluded that the transformational leadership style was the one that showed the greatest relevance both in preventing and reducing the development of burnout in nurses. [ABSTRACT FROM AUTHOR]

Copyright of Universidad & Empresa is the property of Colegio Mayor de Nuestra Senora del Rosario and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This research replicates the study on leadership styles' influence on the innovative behavior of Peruvian cadets by Norena-Chavez et al. (2021), using a sample of 200 students from the Instituto de Educación Superior Tecnológico Público del Ejército in Lima, Peru. It employs the partial least squares modeling (PLS-SEM), confirming an influence of transformational and transactional leadership styles on the students' innovative behavior. According to the variance explained, transformational leadership explains 47% and transactional leadership 59% of the variability of innovative behavior. This research contributes to improving the understanding of the relationship between leadership styles and innovative behavior in the military. [ABSTRACT FROM AUTHOR]

In selection processes for administrative teams, leadership is seen as an individual competence. In light of the current sociocultural transformation, leadership should be observed from a perspective of social capital, in which collaboration takes the place of bureaucratic administration. This paradigm shift gives rise to internal conflicts relating to their commitment and influence on the community and the educational project. The objective of this study was to determine the degree of commitment and influence of administrative teams in resilient educational institutions in Chile using a qualitative methodology, content analysis, and an impact matrix. The results show that commitment and influence are determining factors in creating a profile for selecting administrative teams, in which transformational leadership is key for positions with clear social capital and transactional leadership is one feature of technical positions. [ABSTRACT FROM AUTHOR]

This research identified the influence of transactional and transformational leadership styles on innovative behavior. The research followed a cross-sectional quantitative methodological approach, with a correlational explanatory scope and non-experimental design. A sample of 386 cadets from the Chorrillos Military School, Coronel Francisco Bolognesi (Peru), was used. The results were assessed by modeling structural equations using partial least squares (PLS-SEM). It was found that there is an influence of the two leadership styles studied on the innovative behavior of the cadets. According to the variance explained, transactional leadership would explain 22%, and transformational leadership 31% of the variability of innovative behavior. Therefore, this research contributes to understanding the relationship between leadership and innovative behavior in the military. [ABSTRACT FROM AUTHOR]

Copyright of Revista Facultad de Ciencias Economicas: Investigacion y Reflexion is the property of Revista Facultad de Ciencias Economicas and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In service work, emotional demands are important due to their effects on social interactions with customers, patients, pupils, etc. The purpose of this study is to examine how emotional demands and leadership are related to engagement of the team members. The sample consists of 1,079 employees nested in 124 work teams from four Spanish public organizations. Multilevel analyses showed: 1) a positive effect of emotional demands on work engagement, 2) a cross-level effect of leadership on work engagement, and 3) a cross-level moderation effect of leadership on the relationship between emotional demands and work engagement. Results suggest that shared perceptions of leadership by teams affect their work engagement levels directly and through an interaction effect on the emotional demands-engagement relationship. When employees feel emotionally overloaded, their leaders can relieve this negative impact on their levels of work engagement. Practical and theoretical implications are presented. [ABSTRACT FROM AUTHOR]

Copyright of Universidad & Empresa is the property of Colegio Mayor de Nuestra Senora del Rosario and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Management for Global Sustainability is the property of Ateneo de Manila University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Leaders motivate employees through setting in place structures aimed at taking full advantage of employee’s potential, organization resources and providing direction. Conversely, they can severely cause difficulty in inspiring confidence, buying into firm’s goals, promoting alignment and fostering collaborative environment. Therefore, this research aims at investigating relationship leadership style and motivation of employees. An intensive review of literature has been conducted highlighting employee motivation, leadership style (Authoritarian, Paternalistic, Transformational, Laissez-faire). The data were collected through questionnaire which was distributed to government employees working in Alkharj (Riyadh region) and 130 valid responses were received. SPSS 22 was used to carry out statistical analysis and the results indicated an overall positive significance of leadership styles and motivation. The overall impact of leadership styles together on motivation was found as 66.5% (R²=0.665). The unique effects of each Paternalistic, Transformational and Laissez-faire style on motivation was found positive and significant. Whereas, the relationship between authoritarian leadership style and motivation was found insignificant. It is recommended that leaders in Saudi Arabia work environment must follow paternalistic and transformational leadership styles to enhance motivation level of their employees. [ABSTRACT FROM AUTHOR]

Copyright of Opuntia Brava is the property of Universidad de Ciencias Pedagogicas de Las Tunas, Centro de Documentacion e Informacion Pedagogica and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In the media industry, fast innovations and increasing competition require a high degree of corporate leadership (Koryak, Mole, Lockett, et al., 2015). The study of leadership appears to be an increasingly relevant issue. This research aims to find out to what extent leaders (editors and publishers) behave and understand their roles in Chilean and Spanish newsrooms. A questionnaire was applied to measure and identify leadership traits that are considered crucial, thus making possible to acknowledge transformational leaders and differentiate efficient leaders from ineffective. The results show that editors believe they have the ability to inspire, share goals and understand what is important, in contrast with the working experiences of their employees, that often have a low opinion of media companies as places to work. [ABSTRACT FROM AUTHOR]

Copyright of Salud Uninorte is the property of Fundacion Universidad del Norte and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The objective of this study was to investigate the influence of the laissezfaire, transactional and transformational leadership style on individual performance (task performance and context performance) in a convenience sample composed of leaders and followers from three different companies. The Multifactor Leadership Questionnaire (MLQ) was used and a few questions were added, as well as five performance categories. Three hundred people participated in the research, and the data were processed and analyzed using the PLS approach of the R software. The study showed that transformational leadership influenced the performance of the task and the performance of the context. It should be emphasized that this research contributed to empirical studies, in the themes of Leadership and Performance. [ABSTRACT FROM AUTHOR]

We propose to find the model of relationship between Transformational Leadership and University Management. The Inventory of Leadership Practices form was used (LPI) as well as a University Management (UG) scale, which consists of four dimensions: Research, Teaching, Extension and Support. These dimensions were applied to managers of 31 universities in Colombia. To identify the global relationship model between university management and the dimensions associated with transformational leadership a multiple regression model was developed. Furthermore, in order to eliminate subjectivities, we applied the transformation test of ordinal scales in a new Ridit-type scale until reaching the results. Among the main findings, there is a model of direct and positive relationship between Transformational Leadership and University Management. We also found that the Enabling to Act dimension in Transformational Leadership is the one having the greatest impact in university management. This work is the product of the doctoral thesis called "Theoretical Construct for University Management from the perspective of Transformational Leadership". presented for the UNY in Barquisimeto Bolivarian Republic of Venezuela. [ABSTRACT FROM AUTHOR]

In recent times many changes have formed a new identity of University, more open, flexible, sustainable and changing in emerging scientific and technological global framework. However, the academic framework is characterized by a complex organization with a great historical experience which gives the University a great and peculiar complexity. This context requires a new model of academic leadership capable of taking on the challenges of the current university environment. The aim is to identify the main leadership tendencies of the persons in charge of top management positions in the universities. It is based on a methodological triangulation, which is composed of a descriptive and comparative study based on a questionnaire of opinion of administrators who exercise management positions in teams of Government management (COGECADEGU). The study was done in Madrid. The study consists of a qualitative research comprised of 16 case studies, based on in-depth interviews. This article shows the quantitative results about the characteristics of the university leaders. [ABSTRACT FROM AUTHOR]

El presente documento resalta la importancia y utilidad que ha tenido para las organizaciones modernas el liderazgo transformacional, visto como producto de la evolución de las tendencias clásicas de liderazgo. Se partirá de una breve descripción de los estilos de liderazgo más relevantes y que en mayor medida han aportado al liderazgo transformacional, como base para el análisis del surgimiento y evolución de esta propuesta. Posteriormente se realiza una descripción teórica del liderazgo transformacional, se resaltan sus principales componentes y aportes, y se compara con el liderazgo transaccional. Por último, se hace referencia al modelo de liderazgo de rango completo y su método de medición. This document highlights the importance and usefulness that Transformational Leadership has had for modern organizations, as a result of the classical Leadership approaches. The discussion will depart from a brief description about the more relevant leadership styles that in a greater extent have provided to transformational leadership with the basis for its emergence and evolution. Afterwards, a theoretical description about transformational leadership is made, highlighting its principal components and contributions and comparing it with transactional leadership. In the end, a reference to the Full Range Leadership Model and its assessing method is made.