Estilos de liderazgo desde la perspectiva de rango total
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Fecha
2017-09-15
Autores
Ordoñez Santos, Mary Luz
Botello Bautista, Belcy
Moreno Mogollón, Luz Edilma
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Editor
Asociacion de Profesionales y Tecnicos del CONICIT.
Resumen
El presente artículo se fundamenta en los resultados de
la investigación sobre los estilos de liderazgo en los
procesos de apoyo y gestión en la Universidad Simón
Bolívar, sede Cúcuta. Para el efecto, líderes de los
referidos procesos institucionales fueron evaluados por
57 personas, de diferentes roles administrativos y
académicos, mediante la aplicación del cuestionario de
liderazgo multifactorial (MLQ –5X) del modelo de rango
total de Bass y Avolio. Del análisis de los resultados, se
colige que el estilo de los líderes responsables de la
gestión y apoyo organizacional, no presenta diferencias
significativas, aun siendo estos de naturaleza diferente.
Sin embargo, es destacable la prevalencia de la
motivación inspiracional y la gerencia por excepción
activa, en el ejercicio de los liderazgos transformacional
y transaccional, respectivamente. En la misma
dirección, el análisis de los resultados muestra que,
dentro de la aplicación de los mismos estilos, los
evaluadores encontraron menos valiosos los factores de
consideración individualizada, en el liderazgo
transformacional y de recompensa contingente, en el
transaccional. No obstante que, los modelos de
liderazgo transformacional y transaccional son
mundialmente reconocidos, la institución dada su
naturaleza, podría hacer aproximaciones teóricoprácticas
a otros modelos de liderazgo para
retroalimentar y fortalecer los procesos y roles de sus
directivos en el afán de alcanzar los más óptimos niveles de desempeño.
The article is based on the research of leadership styles with regard to the support and management process at Simón Bolívar University, Cúcuta. The leaders of these processes were evaluated by 57 people with different academic and administrative roles. The multifactor leadership questionnaire (MLQ 5X), based on Bass and Avolio full range leadership model, was carried out and results indicate that the leadership style of those responsible for the management and organizational process does not present significant differences; however, there is a prevalence of inspirational motivation and active management by exception in transformational and transactional leaderships, respectively. Results also show that individualized consideration in transformational leadership and contingent reward in transactional leadership were less important. Although transformational leadership and transactional models are internationally recognized the Simón Bolivar University, given its nature, could use other theoretical and practical approaches for alternative leadership models in order to give feedback and strengthen the processes and management roles in an effort to achieve higher performance levels.
The article is based on the research of leadership styles with regard to the support and management process at Simón Bolívar University, Cúcuta. The leaders of these processes were evaluated by 57 people with different academic and administrative roles. The multifactor leadership questionnaire (MLQ 5X), based on Bass and Avolio full range leadership model, was carried out and results indicate that the leadership style of those responsible for the management and organizational process does not present significant differences; however, there is a prevalence of inspirational motivation and active management by exception in transformational and transactional leaderships, respectively. Results also show that individualized consideration in transformational leadership and contingent reward in transactional leadership were less important. Although transformational leadership and transactional models are internationally recognized the Simón Bolivar University, given its nature, could use other theoretical and practical approaches for alternative leadership models in order to give feedback and strengthen the processes and management roles in an effort to achieve higher performance levels.
Descripción
Palabras clave
Liderazgo, Liderazgo transaccional, Liderazgo transformacional, Leadership, Transactional leadership, Transformational leadership