Danny Xavier Arevalo Avecillas
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Family-work and work-family conflict and job performance of Ecuadorian teachers
Ronald Enrique Campoverde Aguirre , Maria Gabriela Carcelen Donoso , Danny Xavier Arevalo Avecillas , Rober Anibal Luciano Alipio , Victor Hugo Gonzalez Jaramillo doi: http://dx.doi.org/10.21511/ppm.21(3).2023.59Problems and Perspectives in Management Volume 21, 2023 Issue #3 pp. 764-776
Views: 358 Downloads: 110 TO CITE АНОТАЦІЯIn today’s society, there is a permanent conflict between working and caring for the family. This conflict has worsened as a result of the COVID-19 pandemic, making it necessary to study it to see how it affects the performance of workers. The objective of this study is to determine the association between work-family and family-work conflicts and performance dimensions (effort and quality of work) of Ecuadorian teachers. For data collection, validated models were used. The study employed a quantitative approach through an online survey of 570 teachers from Fiscal Educational Centers in Canton Duran, Prefecture of Guayas, in Ecuador, selected for having less Internet access. The hypotheses were validated using structural equation modeling (SEM). It has been determined that work-family conflict is positively and significantly associated with the effort dimension of performance with a value of R2 0.245 and p = 0.000. In the same way, it is associated with quality of work, obtaining an R2 0.193, p = 0.000. At the same time, the relationship between family-work conflict and effort dimension has not found sufficient evidence with a value of R2 0.064 and p = 0.212, and regarding quality of work dimension, a negative and significant effect has been found with a value of R2 –0.146 and p = 0.015. The findings demonstrate that the work-family conflict is positively associated with the dimensions of performance, contrary to the family-work conflict, which has a negative association or is not associated at all.
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Servant leadership and organizational performance: Mediating role of organizational culture
Rober Anibal Luciano Alipio , Danny Xavier Arevalo Avecillas , Grimaldo Wilfredo Quispe Santivañez , Wilber Jimenez Mendoza , Emérito Felipe Zavala Benites doi: http://dx.doi.org/10.21511/ppm.21(4).2023.26Problems and Perspectives in Management Volume 21, 2023 Issue #4 pp. 334-346
Views: 777 Downloads: 163 TO CITE АНОТАЦІЯServant 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. -
Personality traits and leadership styles of students: Evidence from Ecuador
Danny Xavier Arevalo Avecillas , Rober Anibal Luciano Alipio , Ronald Enrique Campoverde Aguirre , Holger Cevallos Valdiviezo , Grimaldo Wilfredo Quispe Santivañez doi: http://dx.doi.org/10.21511/ppm.22(1).2024.14Problems and Perspectives in Management Volume 22, 2024 Issue #1 pp. 156-169
Views: 507 Downloads: 89 TO CITE АНОТАЦІЯThe 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.
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Servant and collaborative leadership in the performance of Peruvian tourism organizations: Mediation of social capital
Rober Anibal Luciano Alipio , Arturo Nicanor Suarez Orellana , David Raul Hurtado Tiza , Willian Perez Sullcaray , Danny Xavier Arevalo Avecillas doi: http://dx.doi.org/10.21511/ppm.22(3).2024.31Problems and Perspectives in Management Volume 22, 2024 Issue #3 pp. 398-412
Views: 169 Downloads: 44 TO CITE АНОТАЦІЯLeadership plays a crucial role in the performance of organizations and is a fundamental element in the construction of capital. This paper aims to measure the relationship between servant and collaborative leadership with organizational performance and the mediating role of social capital in small companies in the Peruvian tourism sector. The methodology used the quantitative approach at an explanatory level. Data were obtained from 623 representatives of tourism organizations using a 19-item questionnaire; the hypotheses were tested using the SEM model through AMOS and SPSS. The results indicate that servant leadership is largely related to organizational performance (β = 0.566, p < 0.001) and explains 20.5% of this variable. Collaborative leadership has a moderate relationship with organizational performance (β = 0.454, p < 0.001) and explains 21.3%. No evidence demonstrated the relationship between servant leadership and social capital. Collaborative leadership has a low relationship with social capital (β = 0.163, p < 0.001) and explains only 2%. Social capital has a low relationship with organizational performance (β = 0.293, p < 0.001) and explains 10.8%. Furthermore, social capital fully mediates the relationship between servant leadership and organizational performance and partially mediates the relationship between collaborative leadership and organizational performance.
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