Bibliographic citations
Guevara, C., (2021). Análisis de los estilos de liderazgo de los colaboradores de Scotiabank de la ciudad de Iquitos, año 2020 [Universidad Nacional de la Amazonía Peruana]. https://hdl.handle.net/20.500.12737/7744
Guevara, C., Análisis de los estilos de liderazgo de los colaboradores de Scotiabank de la ciudad de Iquitos, año 2020 []. PE: Universidad Nacional de la Amazonía Peruana; 2021. https://hdl.handle.net/20.500.12737/7744
@misc{sunedu/3118331,
title = "Análisis de los estilos de liderazgo de los colaboradores de Scotiabank de la ciudad de Iquitos, año 2020",
author = "Guevara Garcia, Cissella Itzell",
publisher = "Universidad Nacional de la Amazonía Peruana",
year = "2021"
}
The objective of the research was to describe the influence of leadership styles on Scotiabank employees in the city of Iquitos, year 2020. The methodology was quantitative, with a non-experimental, cross-sectional descriptive research design. The population and sample consisted of 35 employees of Scotiabank from the City of Iquitos, period 2020, being a non-probabilistic sampling. The survey technique was applied, a 21-question questionnaire was used as an instrument for collecting the information for the variable under study, structured leadership style in the dimensions: transformational leadership and transactional leadership using a Likert-type scale. The result of the descriptive analysis of the transformational leadership dimension is characterized by an influence by an idealized, inspirational and motivational change, being 71% high level transformational leadership, 29% moderate level and 0% low level. In the transactional leadership dimension, it is characterized by an influence motivated by exchange or reward between the leader and followers, being a transactional leadership of a high level of 40%, 57% of a moderate level and only 3% of a low level. We conclude that the diagnosis percentage is that 63% are influenced by a transformational leadership style based on idealized, inspirational and motivational influence and 37% by a transactional leadership style based on an influence of exchange and reward.
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