Grimaldo Wilfredo Quispe Santivañez

Servant leadership positively influences the performance of organizations since it focuses on developing the most critical capital of organizations – human beings. The study aims to analyze the influence of servant leadership on organizational performance mediated by organizational culture focusing on administrative staff in Peru. It uses a quantitative approach and non-experimental design. The data were obtained transversally from 465 union members-administrative staff through a virtual survey with a 20-item Likert-type questionnaire, verifying the data for compliance with the underlying assumptions. For data processing, the SPSS AMOS program was chosen, subjecting the data to confirmatory factor analysis and using the structural equation model to test the proposed hypotheses. The results show that, for administrative staff, organizational culture partially mediates the influence of servant leadership on organizational performance at 0.127. While servant leadership positively influences organizational performance (β = 0.341, p < 0.01), it also positively influences organizational culture (β = 0.492, p < 0.01). Furthermore, organizational culture positively influences organizational performance (β= 0.262, p < 0.01). The study confirms the importance of servant leadership in the performance of organizations. Also, it provides evidence to affirm that organizational culture is fundamental in explaining this influence, thus filling the research gap.

The study aims to evaluate how personality traits affect transformational, transactional, and passive-avoidant leadership styles. It uses the quantitative approach with a non-experimental research design; the data were collected cross-sectionally, with a correlational-causal scope. The sample included 418 professionals studying MBA at private universities in Ecuador and working in private companies. Personality traits were measured with the Revised NEO-PI-R Personality Inventory, while the Multifactor Leadership Questionnaire (MLQ) measured leadership styles through the survey. Data analysis included the use of correlations and multivariate regression models. The results show that openness to experience (β = 0.100*), extraversion (β = 0.217**), conscientiousness (β = 0.239**), and work experience (β = 0.086*) generated a positive and meaningful effect on transformational leadership. Neuroticism was also significant but with a negative standardized coefficient (β = –0.445**). Also, extraversion (β = 0.169**), conscientiousness (β = 0.303**), and work experience (β = 0.222**) had a positive and significant effect on transactional leadership; neuroticism was also significant but with a negative standardized coefficient (β = –0.243**). Finally, extraversion (β = –0.311**) and conscientiousness (β = –0.192**) had a negative and significant effect, and neuroticism (β = 0.451**) had a positive and significant effect on the passive-avoidant leadership style.