Examinando por Materia "LIDERAZGO - COLOMBIA - INVESTIGACIONES"

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    Mejores prácticas y lecciones aprendidas de expertos en empresas en Colombia
    (Universidad EAFIT, 2025) Jaramillo Torres, Nicolás; López Gallego, Francisco Darío
    This study explores hybrid work leadership in companies operating in Colombia through a qualitative, exploratory research design based on semi-structured interviews with twelve leaders experienced in managing hybrid teams. The research problem is framed within the post-pandemic reconfiguration of work, which accelerated the adoption of models combining in-person and remote modalities, requiring leaders to redesign coordination practices and agreements. The objectives focused on gathering experiences, identifying valued and counterproductive practices, and ranking them according to their perceived impact. The conceptual framework integrates classical and contemporary contributions (e.g., Daft, Baker, Burns, Goleman) and theories such as the managerial grid, Likert’s systems, situational leadership, contingency, and path-goal models, all of which help to understand how leadership roles adapt in hybrid settings. Methodologically, the study followed a qualitative approach with a non-experimental, cross-sectional, and exploratory design, ensuring informed consent, data custody, and confidentiality. The findings from the interviews were complemented by a ranking questionnaire in which the twelve experts (using a 1–5 scale) prioritized practices emerging from the interviews. Among the “best practices,” the most prominent were managing by results and maintaining structured and frequent communication, followed by building trust and autonomy, and providing continuous feedback. Other relevant practices included establishing clear ground rules, applying agile methodologies and tracking boards, fostering recognition and well-being, maintaining purposeful in-person rituals, ensuring flexibility in the hybrid model, and defining inclusive norms for all team members. Conversely, the “worst practices” identified by the experts included mandatory in-person attendance without purpose, micromanagement, hyperconnectivity and digital surveillance, exclusion of remote workers, excessive meetings, information leaks, distrust of remote employees, rigidity in hybrid models, and fully virtual onboarding for new team members. Overall, the results suggest that effective hybrid leadership balances operational clarity with responsible autonomy, avoiding intrusive control or purposeless physical presence.