LEADERSHIP STYLE AND PERCEPTION OF THEIR EFFECTIVENESS IN HIGHER EDUCATION: EVIDENCE FROM MEXICO, ESTILO DE LIDERAZGO Y SU PERCEPCION DE LA EFICACIA EN EDUCACION SUPERIOR: EVIDENCIAS DE MEXICO

Ma. Concepcion Rico Perez, Diana Carolina Alanis Banuelos and Victor Manuel Lerma Moreno

Revista Internacional Administracion & Finanzas, 2015, vol. 8, issue 6, 39-52

Abstract: Based on the Leadership Model of Full Range, we examine leader effectiveness from the perception of the subordinate. The study was conducted at the Research Center of CIIDIR Durango. The Multifactor Leadership Questionnaire (MLQ) was applied to sample of 93 employees. The results indicate that executives of CIIDIR have both behaviors, the Transactional Leadership style and Transformational. It is confirmed that the two styles are not mutually exclusive. The leadership style that had a higher correlation with the effectiveness of the leader was the Transformational Leadership, with a Pearson coefficient of 0.925. Transactional leadership, obtained a coefficient of 0.646. It is observed that passive behaviors of transactional leadership generate a negative correlation on the subordinate with respect to effectiveness of the leader. Active behaviors of transactional leadership generate a positive correlation. One possible reason for the high coefficient of correlation in the Transformational Leadership with the Effectiveness of the leader is deducted. This is due to the high educational level of both the boss and the subordinate, coinciding with the results of the work carried out in the community of Valencia, Spain of Alvarez (2009) police and Hersey and Blanchard (Keith and Newstrom, 2003).

Keywords: Transactional Leadership; Transformational Leadership; Effectiveness (search for similar items in EconPapers)
JEL-codes: M12 M14 M52 M59 (search for similar items in EconPapers)
Date: 2015
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