Examinando por Materia "LIDERAZGO - COLOMBIA - INVESTIGACIONES"

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    Liderazgo femenino y desempeño financiero en las mipymes. Estudio para empresas colombianas
    (Universidad EAFIT, 2025) Carrillo González, Daniel Felipe; Díaz Osorio, Jessica Valentina; Yepes Raigosa, David Alejandro; Cruz Castañeda, Vivian
    This study analyzes the influence of female leadership on the financial performance of MSMEs (micro, small and medium enterprises) in five Colombian cities. The methodology combines OLS (ordinary least square) models, panel data, and Oaxaca-Blinder decomposition to evaluate the relationship between gender and financial outcomes, using indicators such as ROA, ROE, debt ratios, liquidity and operating margins. The findings show that in cities such as Armenia and Manizales, women-led firms maintain controlled debt levels and report positive margins. However, this pattern does not occur across all sectors. In the consulting and construction sectors, significant negative gaps are observed in comparison to male-led firms, indicating additional barriers for women. The Oaxaca-Blinder decomposition reveals that more than 85% of these differences stem from unexplained factors associated with cultural and structural obstacles. In conclusion, female leadership contributes to prudent and sustainable financial management but still faces limitations that affect performance in certain economic sectors.
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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.