Influencia De Los Estilos De Liderazgo En El Compromiso Organizacional De Los Colaboradores De La Universidad Nacional De Ciencias Forestales.

Abstract

The objective of this research was to determine the influence of leadership styles on the organizational commitment of employees of the National University of Forest Sciences. The methodology used had a quantitative approach, non-experimental transversal design, and explanatory scope. An instrument based on the models of Bass and Aviolo (1997) and Mayer and Allen (1991) were used, with an internal consistency of Cronbach’s Alpha of α= 0.737 and α= 0.834, respectively. The study population consisted of 38 collaborators. The results indicate that there is a moderate positive correlation between leadership styles and organizational commitment (r = 0.425, R² = 0.169, p < 0.05). Transformational leadership is the most predominant, representing an elevated level of 45%. Similarly, organizational commitment represents an elevated level of 50%. A moderate positive correlation was found between transformational leadership and organizational commitment (r = 0.445, R² = 0.172, p < 0.05). A moderate positive correlation was also observed between transactional leadership and organizational commitment (r = 0.385, R² = 0.15, p < 0.05). However, no significant correlation was found between laissez faire leadership and organizational commitment (r = -0.061, R² = 0.000, p > 0.05). Therefore, it is concluded that leadership styles influence the organizational commitment of employees at the National University of Forest Sciences, especially transformational styles.