El liderazgo transformacional en las organizacionesVariables mediadoras y consecuencias a largo plazo

  1. Daniel Hermosilla
  2. Alberto Amutio
  3. Silvia da Costa
  4. Dario Páez
Revista:
Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

ISSN: 1576-5962

Año de publicación: 2016

Volumen: 32

Número: 3

Páginas: 135-143

Tipo: Artículo

DOI: 10.1016/J.RPTO.2016.06.003 DIALNET GOOGLE SCHOLAR lock_openAcceso abierto editor

Otras publicaciones en: Revista de psicología del trabajo y de las organizaciones = Journal of work and organizational psychology

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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