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      El Liderazgo transformacional en las organizaciones: variables mediadoras y consecuencias a largo plazo

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          Abstract

          Resumen El liderazgo transformacional destaca como unos de los tipos de liderazgo más adecuados para orientar las organizaciones hacia el cambio y la innovación. Este estudio se desarrolla en cuatro organizaciones, participando directivos (n = 47) y subordinados (n = 107) en Vizcaya, Guipúzcoa y Navarra (España). El liderazgo transformacional se asocia con más fuerza que el transaccional a la satisfacción con el líder, la efectividad percibida de este y la motivación a trabajar en el caso de los subordinados. En el caso de los directivos el liderazgo transaccional se asocia con la misma fuerza que el transformacional con la satisfacción y efectividad, mostrando este último una relación más fuerte con la motivación que el transaccional. El liderazgo transformacional y la satisfacción con el líder predicen la motivación a trabajar extra, mediante una mayor satisfacción. Se comentan los resultados en relación a los valores dominantes y a la cultura organizacional.

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          Most cited references66

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          Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models

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            Transformational and transactional leadership: a meta-analytic test of their relative validity.

            This study provided a comprehensive examination of the full range of transformational, transactional, and laissez-faire leadership. Results (based on 626 correlations from 87 sources) revealed an overall validity of .44 for transformational leadership, and this validity generalized over longitudinal and multisource designs. Contingent reward (.39) and laissez-faire (-.37) leadership had the next highest overall relations; management by exception (active and passive) was inconsistently related to the criteria. Surprisingly, there were several criteria for which contingent reward leadership had stronger relations than did transformational leadership. Furthermore, transformational leadership was strongly correlated with contingent reward (.80) and laissez-faire (-.65) leadership. Transformational and contingent reward leadership generally predicted criteria controlling for the other leadership dimensions, although transformational leadership failed to predict leader job performance. (c) 2004 APA, all rights reserved
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              Re-examining the components of transformational and transactional leadership using the Multifactor Leadership

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                Author and article information

                Journal
                rpto
                Revista de Psicología del Trabajo y de las Organizaciones
                Rev. psicol. trab. organ.
                Colegio Oficial de la Psicología de Madrid (Madrid, Madrid, Spain )
                1576-5962
                2174-0534
                2016
                : 32
                : 3
                : 135-143
                Affiliations
                [1] País Vasco orgnameUniversidad del País Vasco Spain
                Article
                S1576-59622016000300135 S1576-5962(16)03200300135
                10.1016/j.rpto.2016.06.003
                0979495f-9858-4711-8c3b-cbd02c859c32

                This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

                History
                : 01 June 2016
                : 17 November 2015
                Page count
                Figures: 0, Tables: 0, Equations: 0, References: 49, Pages: 9
                Product

                SciELO Spain

                Categories
                Artículos

                Innovación,Efectividad,Satisfacción,Motivación,Liderazgo transformacional

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