Liderazgo transformacional y sus efectos en las empresas familiares: un análisis diferencial y evolutivo

• Autores: Manuel Carlos Vallejo Martos
• Localización: Revista europea de dirección y economía de la empresa, ISSN 1019-6838, Vol. 18, Nº 1, 2009, págs. 105-122
• Idioma: español
• Enlaces
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• Dialnet Métricas: 5 Citas
• Resumen

  • El presente trabajo responde a una investigación llevada a cabo para conocer en qué medida el liderazgo en las empresas familiares difiere o no del ejercido en empresas de naturaleza no familiar en su grado de transformacionalidad, sus posibles efectos en el grado de cohesión y la influencia que tiene sobre el mismo el paso del tiempo o la evolución de los negocios familiares Utilizando como marco teórico la teoría del liderazgo transformacional y la de identidad social se pone de manifiesto que el liderazgo en la empresa familiar es más transformacional que el ejercido en empresas no familiares, más próximo a liderazgos de tipo transaccional, especificando a la vez los aspectos en los que residen estas diferencias. Asimismo, también el trabajo revela la existencia de diferencias en cuanto al grado de cohesión de grupo, más elevado en empresas familiares, tal como predice la literatura al respecto. Para este propósito se han analizado 410 cuestionarios de empresas del sector de distribución automovilística, utilizándose como técnica para recabar información el cuestionario postal autoadministrado.

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