Show simple item record

dc.contributor.advisorContreras, Francoise 
dc.creatorBarbosa-Ramirez, David-Hernando 
dc.date.accessioned2017-03-30T15:35:47Z
dc.date.available2017-03-30T15:35:47Z
dc.date.created2015-04-22
dc.date.issued2015 
dc.identifier.urihttp://repository.urosario.edu.co//handle/10336/13190
dc.descriptionEl propósito de este estudio fue observar si los estilos de liderazgo del personal directivo de una Universidad privada en Bogotá, se relacionan con el nivel de Resiliencia de los colaboradores, considerando sus características sociodemográficas. Para ello se aplicó el Cuestionario Multifactorial de Liderazgo [MLQ], la versión en castellano de la Escala de Resiliencia de Heilemann, desarrollada por Wagnild y Young (1993) y un cuestionario de datos sociodemográficos a 680 trabajadores académicos y académicos administrativos pertenecientes a una universidad privada de la ciudad de Bogotá. Previo consentimiento informado, se procedió a la aplicación colectiva y anónima de los instrumentos. Los resultados mostraron que la percepción del estilo de liderazgo por parte de los colaboradores no se relaciona de forma significativa con su nivel de Resiliencia, lo cual destaca la importancia de estudiar si la Resiliencia debe ser entendida más como un rasgo o como un estado. Por otra parte, el análisis de la diferencia entre grupos demostró que los estilos de Liderazgo Transformacional y Transaccional favorecen los niveles medios y altos de Resiliencia y que el estilo Pasivo/Evitador no. Las variables socio demográficas se relaciona con los estilos de liderazgo corroborando que el liderazgo es un proceso interaccional que depende de las atribuciones que hace el directivo de sus colaboradores. Los análisis permiten afirmar que la combinación de alto Liderazgo Transformacional y Transaccional junto con bajos niveles de Comportamiento Pasivo/Evitador conduce a mejorar el desempeño organizacional medido en altos niveles de Esfuerzo Extra, Efectividad y Satisfacción. Son necesarios nuevos estudios que incluyan las mediciones de los estilos por parte de los colaboradores y del directivo, y que a su vez se evalúe la resiliencia como rasgo y como estado; dichos estudios deberían incorporar culturas distintas y similares de un mismo sector y de diversos sectores, a fin de determinar el posible efecto de la cultura en las relaciones atrás referidas. Se requieren investigaciones que además de evaluar la relación entre los estilos de liderazgo y resiliencia, se incluyan las demás variables del capital psicológico a fin de identificar como dichos estilos influyen en el desarrollo de los recursos psicológicos de los trabajadores, y como esta relación impacta el desempeño de las organizaciones.
dc.description.abstractThe purpose of this study was to observe whether managers’ leadership styles of a private university in Bogotá are related with the level of resilience of employees, considering their demographic characteristics. For this, the Multifactor Leadership Questionnaire [MLQ], the spanish version of the Resilience Scale Heilemann, Wagnild and developed by Young (1993), and a socio-demographic questionnaire, was applied to 680 academic and administrative workers belonging to a university in Bogota. The results showed that the perception of leadership style by subordinates is not significantly related to their level of resilience, which highlights the importance of studying whether Resilience should be understood more as a feature or as a state. Moreover, analysis of the difference between groups showed that the styles of transformational and transactional leadership engaged the middle and upper resilience level. Sociodemographic variables are related to leadership styles, then leadership is an interactional process that depends of the manager’s opinion about his subordinated. The analyzes support the conclusion that the combination of high transformational and transactional leadership style with low levels of Passive / Avoider style improved organizational performance measured in high levels of extra effort, effectiveness and satisfaction. Other studies that include measurements of styles by employees and the directors are necessary, these studies should incorporate instruments that measure resilience like a trait and resilience like a status. These studies should include different cultures and similar cultures, within a sector and within different sectors to determine the potential impact of culture in the relationship between leadership styles and the subordinates’ resilience level. A research that evaluates the relationship between leadership styles and all psychological capital variables is necessary to identify how those styles affect the development of psychological resources of workers, and how this relationship impacts the organizational performance.
dc.description.sponsorshipUniversidad del Rosario
dc.format.mimetypeapplication/pdf
dc.language.isospa
dc.sourceinstname:Universidad del Rosario
dc.sourcereponame:Repositorio Institucional EdocUR
dc.subjectLiderazgo
dc.subjectLiderazgo transaccional
dc.subjectLiderazgo Pasivo/Evitador
dc.subjectTeoría del rango total
dc.subjectResilencia
dc.subjectCapital psicológico
dc.subject.ddcAdministración general 
dc.subject.lembAdministración de empresas
dc.subject.lembLiderazgo
dc.subject.lembResiliencia (Psicología)
dc.subject.lembAdaptación (Psicología)
dc.titleEfecto de los comportamientos de liderazgo sobre el nivel de resiliencia de los colaboradores en una universidad privada en Bogotá
dc.typedoctoralThesis
dc.publisherUniversidad del Rosario
dc.creator.degreeDoctor en Ciencias de la Dirección
dc.publisher.programDoctorado en Dirección
dc.publisher.departmentFacultad de administración
dc.rights.accesRightsinfo:eu-repo/semantics/openAccess
dc.type.spaTesis de doctorado
dc.rights.accesoAbierto (Texto Completo)
dc.type.hasVersioninfo:eu-repo/semantics/acceptedVersion
dc.source.bibliographicCitationAnand, S. & Hu, J. (2011). Leader-Member Exchange: Recent Research Findings and Prospects for the future. En The SAGE Handbook of Leadership. Sage Publications.
dc.source.bibliographicCitationAntonakis, J. (2011). Predictors of Leadership: The usual Suspects and the Suspect Traits. En The SAGE Handbook of Leadership. Sage Publications.
dc.source.bibliographicCitationAntonakis, J., Cianciolo A., & Sternberg R. (2004). The nature of leadership. Thousand Oaks: Sage Publications.
dc.source.bibliographicCitationAntonakis, J., Avolio, B., & Sivasubramaniamc, N. (2003). Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The Leadership Quarterly, 14, 261-295
dc.source.bibliographicCitationAntonakis, J., Bruce J., A., & Nagaraj, S. (2003). Context and leadership: an examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The Leadership Quaterly, 14 (3), 261-295.
dc.source.bibliographicCitationArgyris, C. (1964). Integrating the individual and the organization. New York: John Wiley & Sons.
dc.source.bibliographicCitationAvey, J., Luthans, F., & Yoursself, C. M. (2010). The Additive Value of Positive Psychological Capital in Predicting Work Attitudes and Behaviors. Journal of Management, 36 (2), 430-452.
dc.source.bibliographicCitationAvey, J., Patera, J., & West, B. (2006). The Implications of Positive Psychological Capital on Employee Absenteeism. Journal of Leadership and Organizational Studies, 13, 42-60.
dc.source.bibliographicCitationAvolio, B. (1990). Full Leadership Development: Building the Vital Forces in Organizations. Thousand Oaks, California: SAGE Publications.
dc.source.bibliographicCitationAvolio, B. J., & Bass, B. M. (1991). The full range leadership development programs: basic and advanced manuals. Binghamton, NY: Bass, Avolio & Associates.
dc.source.bibliographicCitationAvolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire. Mind Garden, Inc.
dc.source.bibliographicCitationAvolio, B., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 951-968.
dc.source.bibliographicCitationAvolio, B. J., & Gibbons, T. (1988). Developing transformational leaders: A life span approach. En J. Conger & R. Kanungo (Eds.), Charismatic leadership: The elusive factor in organizational effectiveness (pp. 276-308). San Francisco: Jossey- Bass.
dc.source.bibliographicCitationAvolio, B. J. (1999). Full range leadership: Building the vital forces in organizations. Thousand Oaks, CA: Sage Publications.
dc.source.bibliographicCitationAvolio, B. J. (2010). Pursuing authentic leadership development. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 739-768). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationBacon, T. (2008). Balanced Leaders. Balance affects effectiveness. Leadership Excellence, 11. Baltes, P., Gluck, J., & Kunzmann, U. (2002). Wisdom: Its structure and function in regulation successful life span development. En C. R. Snyder & S. J. Bandura (1997). Self-efficacy: The exercise of control. New York: Freeman.
dc.source.bibliographicCitationBarbosa, D. H., Medina, C. H., & Vargas, M. (2015). Globalización, capitalismo financiero y responsabilidad social empresarial: tensiones estructurales. Civilizar, 14 (27), 135-154.
dc.source.bibliographicCitationBarbosa, D. H., Mihi, A., & Noguera, A. (2013). Gestión del conocimiento y liderazgo: Perspectivas de relación. Diversitas: Perspectivas en Psicología, 10 (1), 057-070.
dc.source.bibliographicCitationBarbosa, D. H., Piñeros, R., & Noguera, A. (2013). Retos actuales del gobierno corporativo en torno a la creación de valor. Criterio Libre, 11, 19, 187-204.
dc.source.bibliographicCitationBarbuto, J. E. Jr., Fritz, S., Matkin, G. S., & and Marx, D. B. (2007). Effects of Gender, Education, and Age upon Leaders' Use of Influence Tactics and Full Range Leadership Behaviors. Faculty Publications: Agricultural Leadership, Education & Communication Department, Paper 40.
dc.source.bibliographicCitationBass, B. (1985). Leadership. Good, Better, Best. Organizational Dynamics, 13, 28-40.
dc.source.bibliographicCitationBass, B. (1985). Leadership and performance beyond expectations. USA: The Free Press.
dc.source.bibliographicCitationBass, B., & Avolio, B. J. (1994). Improving Organizational Effectiveness Through transformational leadership. Thousand Oaks, CA: Sage Publications.
dc.source.bibliographicCitationBass, B. (1981). Teoría del Liderazgo Transformacional. Liderazgo inspiracional. New York: Free Press.
dc.source.bibliographicCitationBass & Stogdill´s Handbook of Leadership: Theory, Research & Managerial Applications. New York: Free Press.
dc.source.bibliographicCitationBass, B. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamic, 8, 19-31.
dc.source.bibliographicCitationBass, B. (1990). Leadership in Different Countries and Cultures. En B. M. Bass (Ed.). Bass & Stogdill´s Handbook of Leadership. Nueva York: The Free Pres.
dc.source.bibliographicCitationBass, B. M., & Avolio, B. J. (1999). Training full range leadership: a resource guide for training with the MLQ. Redwood City, CA: Mind Garden.
dc.source.bibliographicCitationBass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18 (3), 19-31.
dc.source.bibliographicCitationBass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psichology, 8 (1), 9-32.
dc.source.bibliographicCitationBass, B. M., & Avolio, B. J. (2000). MLQ Multifactor Leadership Questionnaire. Sampler Set: technical report, leader form, rater form and scoring key for MLQ Form 5XShort (2a. ed.). USA, Caroline: Mind Garden.
dc.source.bibliographicCitationBatt, R. (2004). Who benefits from teams? Comparing workers, super visors and managers. Industrial Relations, 43, 183-212.
dc.source.bibliographicCitationBeechler, S., & Jadivan, M. (2007). Leading with a global mindset. En M. Javidan, M.A. Hitt & R.M. Streers (Eds.), Advances in International Management (pp. 131-170). Oxford, U.K.: Elsevier.
dc.source.bibliographicCitationBennis, W. (1989).On becoming a Leader. Londres: Hutchinson.
dc.source.bibliographicCitationBernal, J. L. (2000). Liderar El Cambio: El Liderazgo Transformacional. Anuario de Educación 2001 del Departamento de Ciencias de la Educación de la Universidad de Zaragoza.
dc.source.bibliographicCitationBhamra, R., Daniab, S., & Burnard, K. (2011). Resilience: the concept, a literature review and future directions. International Journal of Production Research, 49 (18), 1-19.
dc.source.bibliographicCitationBhamra, S. D. (2011). Resilience: The concept, a literature review and future decisions. Loughborough, UK: Taylor y Francis.
dc.source.bibliographicCitationBlake, R. R., Mouton, J. S., & Bidwell, A. C. (1964). The managerial grid. Houston
dc.source.bibliographicCitationBlake, R., & Mouton, J. (1982). How to choose a leadership style. Training and Development Journal, 38-47.
dc.source.bibliographicCitationBlanchard, K., & Johnson, S. (1982). The one minute manager. New York: William.
dc.source.bibliographicCitationBlanco, A. (1985). La calidad de vida: supuestos psicosociales. En J. F. Morales, A. Blanco, C. Huici, & J. M. Fernández (Eds.), Psicología Social Aplicada. Bilbao, España: DDB.
dc.source.bibliographicCitationBodin, P., & Wiman, B. (2004). Resilience and other stability concepts in ecology: Notes on their origin, validity, and usefulness. ESS bulletin, 2 (2), 33-43.
dc.source.bibliographicCitationBoumans, N. P., & Landeweerd, J. A. (1993) Leadership in the nursing unit: relationships with nurse´s well-.being. Journal of Advanced Nursing, 18, 767-775.
dc.source.bibliographicCitationBradford, L. P., & Lippitt, R. (1945). Building a democratic work group. Personnel, 22 (3), 142-148.
dc.source.bibliographicCitationBreso, E. & Salanova, M. (2010). Organizaciones emocionalmente inteligentes como antídoto a los riesgos psicosociales. Gestión Práctica de Riesgos Laborales, 67, 12-16.
dc.source.bibliographicCitationBrown, W., Birnstihl, E., & Wheeler D. (1996). Leading without authority: an
examination of the impact of transformational leadership cooperative extension work groups and teams. Journal of Extension, 34 (5).
dc.source.bibliographicCitationBryman, A. (1996). Leadership in organizations. En S. Clegg, C. Hardy, & W. Nord, Managing Organizations: Current Issues (pp. 276-292). Thousand Oaks: Sage.
dc.source.bibliographicCitationBryman, A. (2011). Research methods in the study of leadership. En The sage handbook of leadership. Sage Publications.
dc.source.bibliographicCitationBurke, S., & Collins, K. (2001). Gender differences in leadership styles and management skills. Women in Management Review, 16, 244-257.
dc.source.bibliographicCitationBurnard, K., & Bhamra, R. (2011). Organizational resilience: development of a conceptual framework for organizational responses. International Journal of Production Research, 1, 1-19.
dc.source.bibliographicCitationBurnard, K., & Bhamra, R. (2011). Organizational resilience: development of a conceptual framework for organisational responses. International Journal of Production Research, 49 (8), 5581-5599.
dc.source.bibliographicCitationBurns, J. H. (1978). Leadership. New York: Harper & Row.
dc.source.bibliographicCitationButterfield, D. A., & Powell, G. N. (1985) Leadership in the public sector: Presidential candidates as chief executive officers. Paper, Academy of Management, San Diego, CA.
dc.source.bibliographicCitationCameron, K. (2004). Contributions to the Discipline of Positive Organizational Scholarship. The American Behavioral Scientist, 47, 731-742.
dc.source.bibliographicCitationCameron, K., & Lavine, M. (2006). Making the impossible possible. San Francisco, CA. Berrett-Koehler Publisher.
dc.source.bibliographicCitationCameron, K., Dutton, J., & Quinn, R. (2003). Foundations of positive organizational scholarship. En K. S. Cameron, J. E. Dutton, & R. E. Quinn (Eds.), Positive Organizational Scholarship: Foundations of a new discipline. San-Francisco: Berrett-Koehler.
dc.source.bibliographicCitationCampbel-Sills, L., & Stein, M. B. (2007). Psychometric analysis and refinement of the Connor-Davidson Resilience Scale (CD-RISC): validation of a 10-Item Measure of Resilience. Journal of Traumatic Stress, 20, 1019-1028.
dc.source.bibliographicCitationCampos, M. & Vásquez, J. (2013) Adaptación y validación lingüística del cuestionario multifactorial de liderazgo (MLQ forma 5x corta) de Vega y Zabala al contexto organizacional colombiano (Trabajo no publicado para optar por título en Psicología). Universidad Santo Tomás, Bogotá-Colombia.
dc.source.bibliographicCitationCarl, D., Gupta, V., & Javidan, M. (2004). Power distance. En P. House, M. Hanges, M. Javidan, P. Dorfman, & V. Gupta (Eds.), Culture leadership and organizations: The GLOBE Study of 62 Societies (pp. 513-563). Thousand Oaks, CA: Sage Publications.
dc.source.bibliographicCitationCarless, S. (1998). Gender differences in transformational leadership: An examination of superior, leader and subordinates perspectives. Sex Roles, 39, 887-903.
dc.source.bibliographicCitationCarson, J. B., Tesluk, P., & Marrone, J. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy management of journal, 50 (5), 1217-1234.
dc.source.bibliographicCitationChiok Foong Loke, J. (2001). Leadership behaviours: effects on job satisfaction, productivity and organizational commitment. Journal of Nursing Management, 9, 191-204.
dc.source.bibliographicCitationChow, C., Deng, F., & Ho, J. (2000). The openness of knowledge sharing within organizations: a comparative study of the United States and the People’s Republic of China. Journal of Management Accounting Research, 12 (1), 65-95.
dc.source.bibliographicCitationCiarrochi, J. V., Chan, A., & Caputi, P. (2000). A critical evaluation of the emotional intelligence construct. Personality and Individual Differences, 28, 539-561.
dc.source.bibliographicCitationCohen, M. D., & March, J. G. (1974). Leadership and ambiguity: The American College president. New York: McGraw Hill.
dc.source.bibliographicCitationCohen, S., & Bailey, D. (1997). What Makes Team Work: Group Effectiveness Research from the Shop Floor to the Executive Suite. Journal of Management, 23, (3), 329-290.
dc.source.bibliographicCitationColvin, R. (1999). Transformational leadership: a prescription for contemporary
organizations. Christopher Newport University, USA.
dc.source.bibliographicCitationConger, J. A. (1999). Charismatic and transformational leadership in organizations: an insider’s perspective on these developing streams of research. Leadership Quarterly, 10 (2), 145-179.
dc.source.bibliographicCitationConger, J., & Kanungo, R. (1998). Charismatic leadership in organizations. Londres: Sage.
dc.source.bibliographicCitationContino, D. (2004). Leadership Competencies: Knowledge, Skills, and Aptitudes Nurses Need to Lead Organizations Effectively. Critica Nurse Care, 24 (3), 52-64.
dc.source.bibliographicCitationContreras, F., Barbosa, D., Juárez, F., Uribe, A., & Mejía, C. (2009). Estilos de liderazgo, clima organizacional y riesgos psicosociales en entidades del sector salud, como criterios de Responsabilidad Social Empresarial. Estudio comparativo en cuatro ciudades colombianas. Acta Colombiana de Psicología, 12, 13-26.
dc.source.bibliographicCitationContreras, F., & Juárez, F. (2011). Realidad Empresarial y psicología. En W. Licona (Ed.), Apuntes teóricos para la realidad empresarial (pp. 83-100). Bogotá: Colección Lecciones, Facultad de Administración Universidad del Rosario.
dc.source.bibliographicCitationContreras, F. (2008). Liderazgo: perspectivas de desarrollo e investigación. International Journal of Psychological Research, 1 (2), 64-72.
dc.source.bibliographicCitationContreras, F., & Barbosa, D. H. (2013). Del liderazgo transaccional al liderazgo transformacional: implicaciones para el cambio organizacional. Revista Virtual Universidad Católica del Norte, 39, 152-164.
dc.source.bibliographicCitationContreras, F., & Castro, G. A. (2011). Liderazgo, poder y movilización organizacional (manuscrito presentado para su publicación).
dc.source.bibliographicCitationContreras, F., Espinosa, J. C. & Uribe, A. F. (2011). Liderazgo y bienestar psicosocial del trabajador (manuscrito presentado para su publicación).
dc.source.bibliographicCitationContreras, F., & Juárez, F. (2011b). Liderazgo y complejidad. Conceptualizaciones e implicaciones para la organización actual (manuscrito presentado para su publicación).
dc.source.bibliographicCitationContreras, F., Mejía, X., & Pedraza, J. E. (2011). La mujer y el liderazgo empresarial (manuscrito presentado para su publicación).
dc.source.bibliographicCitationCoronel, J. M. (1995). La investigación sobre el liderazgo y procesos de cambio en centros educativos. Huelva, España: Universidad de Huelva.
dc.source.bibliographicCitationCosta, P. T., Jr., & McCrae, R. R. (1992). Revised NEO Personality Inventory (NEO-PI-R) and NEO Five-Factor (NEO-FFI). Inventory professional manual. Odessa, FL: PAR.
dc.source.bibliographicCitationCoutu, D. L. (2002). How resilience works. Harvard Business Review, 80 (5), 46-55.
dc.source.bibliographicCitationCraddock, C. (2009). The Impact of Leadership Behaviors on Subordinate Resilience among Adults Residing along The Southwest Texas-Mexico Border (tesis doctoral no publicada). Our Lady of the Lake University, San Antonio Texas, E.U.
dc.source.bibliographicCitationCraig, P. L., & Sims, H. P. (2002). Vertical versus shared leadership as Predictors of the Effectiveness of Change Management Teams: An examination of Averse, Directive, Transactional, Transformational, and Empowering Leader Behaviors. Group dynamics: Theory, Research, and Practice, 6 (2), 172-197.
dc.source.bibliographicCitationCronshaw, S., & Lord, G. (1987). Effects of categorization, attribution, and encoding processes on leadership perceptions. Journal of Applied Psychology, 72 (1), 97-106.
dc.source.bibliographicCitationCuadrado, I., & Molero, F. (2002). Liderazgo transformacional y género: autoevaluaciones de directivos y directivas españoles. Revista de Psicología del Trabajo y de las Organizaciones, 18 (1), 39-55.
dc.source.bibliographicCitationCullen, J. B., & Parboteeah, K. P. (2005). Multinational Management: A Strategic Approach. (3a ed.). Ohio: South Western, Thompson Learning.
dc.source.bibliographicCitationCurry, L. A., Snyder, C. R., Cook, D. I., Ruby, B. C., & Rehm, M. (1997). The role of hope in student-athlete academic and sport achievement. Journal of Personality and Social Psychology, (73), 1257-1267.
dc.source.bibliographicCitationCyrulnik, B., Tomkiewicz, S., Guénard, T., Vanistendael, S., Manciaux, M. Balegno, L. et al (2004). El realismo de la esperanza. Testimonios de experiencias profesionales en torno a la Resiliencia. Barcelona: Gedisa.
dc.source.bibliographicCitationDavenport, T. H. (2001). Knowledge work and the future of management. En G. M. Bennis, W. G. Spreitzer & T. G. Cummings (Eds.), The future of leadership: Today's top leadership thinkers speak to tomorrow's leaders (pp. 41-58). San Francisco: Jossey-Bass.
dc.source.bibliographicCitationDavenport, T. H., De long, D. W., & Beer, M. C. (1997). Building successful knowledge management projects. Center for Business Innovation. Worker Paper. Ernst y Young LLP.
dc.source.bibliographicCitationDavenport, T. H., Prusak, L., & Strong, B. (2008). Knowledge management can make a difference—but it needs to be more pragmatic. Wall Street Journal/MIT Sloan. Recuperado de www.wallstreetjournal.com
dc.source.bibliographicCitationDelgado, L. E., & Castañeda, D. I. (2011). Relación entre capital psicológico y la conducta de compartir conocimiento en el contexto del aprendizaje organizacional. Acta Colombiana de Psicología, 14 (1), 61-70
dc.source.bibliographicCitationDelgado, M., Pedraja, L., & Rodríguez, E. (2010). Estilos de liderazgo y gestión del conocimiento en las pequeñas empresas. Técnica Administrativa, 9 (41).
dc.source.bibliographicCitationDiener, E. (2000). Subjective well-being: The science of happiness, and a proposal for a national index. American Psychologist, 55, 34-43.
dc.source.bibliographicCitationDiener, E., Oishi, S., & Lucas, R. E. (2003). Culture, personality and subjetive well-being. Annual Review of Psychology, 54, 403-425.
dc.source.bibliographicCitationDocumento Doctoral, Facultad de Administración. Universidad del Rosario. (2009). Doctorado en Ciencias de la Dirección. Septiembre de 2009. Bogotá, Colombia.
dc.source.bibliographicCitationDoe, P. J. (1994). Creating a resilient organization. Canadian Business Review, 21, 22-27.
dc.source.bibliographicCitationDoherty, A. (1997). The effect of leader characteristics on the perceived transformational/transactional leadership and impact of interuniversity athletic administrators. Journal of Sport Management, 11, 275-285.
dc.source.bibliographicCitationDooley, K. (2007). Leadership and a Computational Model of Organizations. En J. Hazy, J. Goldstein, & B. Lichtenstein, Complex systems leadership theory. New perspectives from complexity science on social and organizational effectiveness (pp. 327-332). Mansfield, USA: ISCE Publishing.
dc.source.bibliographicCitationDorfman, P. (2004). International and cross cultural leadership research. En B. J. Punnett, & O. Shenkar (Eds.), Handbook for International Management Research (pp. 265-355). Ann Arbor, MI.: University of Michigan Press.
dc.source.bibliographicCitationDrucker, P. (1998). The coming of the new organization.
dc.source.bibliographicCitationDrucker, P. F. (1990). Managing the Nonprofit Organization. Principles and Practices. New York, NY, USA: Harper Collins Publishers.
dc.source.bibliographicCitationDruskat, V. (1994). Gender and leadership style: transformational and transactional leadership in the Roman Catholic Church. Leadership Quaterly, 5, 99-119.
dc.source.bibliographicCitationDulewicz, V., & Higgs, M.J. (1998). Emotional Intelligence: can it be measured reliably and validly using competency data? Competency, 6 (1), 28-37.
dc.source.bibliographicCitationEagly, A., & Johannesen, M. (2003). Transformational, transactional and laissez-faire leadership styles: A meta-analysis comparing women and men. Psychological Bulletin, 129, 569-591.
dc.source.bibliographicCitationElliot, A. J., & Thrash, T. M. (2002). Approach avoidance motivation in personality: approach and avoidance temperaments and goals. Journal of Personality and Social Psychology, 82 (5), 804-818.
dc.source.bibliographicCitationEly, R.J., & Rhode, D. (2010) Women and leadership. Defining the Challenges. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 337-410). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationEngen, M. & Willemsen, T. (2004). Sex and leadership styles: A meta-analysis of research published in the 1990s. Psychological Reports, 94, 3-18
dc.source.bibliographicCitationEngen, M., Leeden, R., & Willemsen, T. (2001). Gender, context and leadership styles: A field study. Journal of Occupational and Organizational Psychology, 74, 581-598.
dc.source.bibliographicCitationErez, A., & Judge, T. A. (2001). Relationship of core self-evaluations to goal setting, motivation, and performance. Journal of Applied Psychology, (86), 1270-1279.
dc.source.bibliographicCitationEriksson, A., Jansson, B., Haglund Bo J., & Axelsson, R. (2008). Leadership, organization and health at work: a case study of a Swedish industrial company [Versión electrónica], Health Promotion International, 1-7.
dc.source.bibliographicCitationFeifel, H., & Strack, S. (1989). Doping with conflict situations: Middle-aged and elderly men. Psychology and Aging, 4, 26-33.
dc.source.bibliographicCitationFerrando, P., Chico, E., & Tous, J. (2002). Propiedades psicométricas del test de optimismo Life Orientation Test. Psicothema, 14, 673-680.
dc.source.bibliographicCitationFiedler, F. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.
dc.source.bibliographicCitationFiedler, F. (1978). The Contingency Model and the Dynamics of the Leadership Process. En L. Breakouts (Ed.), Advances in Experimental Social Psychology. Nueva York: Academic Press.
dc.source.bibliographicCitationFiksel, J. (2003). Designing resilient, sustainable systems. Environmental science & technology, 37 (23), 5330-5339.
dc.source.bibliographicCitationFleenor, J. (2005). A question of leadership. Leadership in Action, 25 (3), 14.
dc.source.bibliographicCitationFrederickson, B. L. (2002). Positive Emotions. En C.R. Snyder, & S. J. López (Eds.), Handbook of positive psichology (pp. 120-134). New York: Oxford.
dc.source.bibliographicCitationFriedman, W. A. (2010). Leadership and history. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 291-304). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationGallopin, G. (2006). Linkages between vulnerability, resilience, and adaptive capacity. Global environmental change, 16 (3), 293-303.
dc.source.bibliographicCitationGanz, M. (2010). Leading change. Leadership, organization and social movements. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 527-569). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationGarcía Rubiano, M. (2011). Liderazgo Transformacional y la facilitación de la aceptación al cambio organizacional. Pensamiento Psicológico, 9 (16), 41-54.
dc.source.bibliographicCitationGardner, H. (1993). Frames of Mind: The theory of Multiple Intelligences. Philadelphia: Basics Books
dc.source.bibliographicCitationGinnet, R. (2007). Liderazgo. McGraw-Hill
dc.source.bibliographicCitationGlynn, M. A., & DeJordy, R. (2010). Leadership through an organizational behavior lens: A look at the last half century of research. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 119-157). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationGold, A.H., Malhotra, A., & Segars, A. H. (2001). Knowledge management: An organizational capabilities perspective. Journal of Management Information Systems, 18 (1), 185-214.
dc.source.bibliographicCitationGoleman, D. (2000). La inteligencia emocional de la empresa. Bogotá, Colombia: Ediciones B Argentina S.A.
dc.source.bibliographicCitationHackman J. R. (2010). What is this thing called leadership? En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 107-115). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationHannah, S. T., Eggers, J. T., & Jennings, P. L. (2008). Complex adaptive leadership. En G. B. Graen & J. A. Graen (Eds.), Knowledge Driven Corporation: A Discontinuous Model. LMX Leadership (pp. 36-75). Charlotte, NC: Information Age Publishing.
dc.source.bibliographicCitationHannah, S., Avolio, J., Luthans, F., & Harms, P.D. (2008). Leadership efficacy: Review and future directions. The Leadership Quarterly, 19, 669-692.
dc.source.bibliographicCitationHarland, L., Harrison, W., Jones, J. R., & Reiter-Palmon, R. (2005). Leadership behaviors and subordinate resilience. Journal of Leadership & Organizational Studies, 11 (2), 2-14.
dc.source.bibliographicCitationHater, J. J., & Bass, B. M. (1988). Superiors evaluations and subordinates' perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73 (4), 695-702.
dc.source.bibliographicCitationHazy, J., Millhiser, W., & Solow, D. (2007). Mathematical and computational models of leadership. En J. Hazy, J. Goldstein, & B. Lichtenstein, Complex systems leadership theory. New perspectives from complexity science on social and organizational effectiveness (pp. 163-194). Mansfield USA: ISCE Publishing.
dc.source.bibliographicCitationHedlund, J., Forsytheb, J. B., Horvathc, J. A., Williamsd, W. M., Snooke, S., & Sternbergf. R.C. (2003). Identifying and assessing tacit knowledge: understanding the practical intelligence of military leaders. The Leadership Quaterly, 14, 117 -140.
dc.source.bibliographicCitationHeifetz, R., Grashow, A., & Linsky, M. (2009). Leadership in a (Permanent) Crisis. Harvard Business Review, 87 (7/8), 62-69
dc.source.bibliographicCitationHeileman, M., Lee, K., & Kury, F. (2003). Psychometric Properties of the Spanish Version of the Resilience Scale. Journal of nursing measurement, 11, (1), 61-72.
dc.source.bibliographicCitationHersey, P., & Blanchard, K. H. (1971). The management of organizational behavior. Englewood Cliffs, NJ: Prentice Hall.
dc.source.bibliographicCitationHersey, P., & Blanchard, K. H. (1982). Management of Organizational Behavior: Utilizing Human Resources. Englewoods Cliffs, N.J.: Prentice Hall.
dc.source.bibliographicCitationHersey, P., & Blanchard, K. (1969). Management of organizational behavior. New Jersey: Prentice Hall.
dc.source.bibliographicCitationHersey, P., & Blanchard, K. (1969). The life cycle theory of leadership. Training and Development Journal, 26-34.
dc.source.bibliographicCitationHersey, P., & Blanchard, K. (1972). The management of change. Training and Development Journal, 6-10, 20-24, 28-33.
dc.source.bibliographicCitationHersey, P., & Blanchard, K. (1988). Management of organizational behavior: Utilizing human resources. New Jersey: Prentice Hall.
dc.source.bibliographicCitationHersey, P., & Blanchard, K. (1996). Great ideas revisited. Training and Development Journal, 42-47.
dc.source.bibliographicCitationHersey, P., Blanchard, K., & Natemeyer, W. E. (1979). Situational leadership, perception and the impact of power. Group and Organization Studies, 418-428.
dc.source.bibliographicCitationHicks, R. C., Dattero, R. D., & Galup S. D. (2007). A metaphor for knowledge management: explicit islands in a tacit sea. Journal of Knowledge Management, 11, 1, 5-16.
dc.source.bibliographicCitationHill, L., Travaglini, M., Brandeau, G., & Stecker, E. (2010). Unlocking the slices of genius in your organization. Leading for innovation. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 611-654). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationHinkin, T. R., & Schriesheim, C. A. (2008). A theoretical and empirical examination of the transactional and non-leadership dimensions of the Multifactor Leadership Questionnaire (MLQ). Leadership Quarterly, 19, 501-513.
dc.source.bibliographicCitationHochwalder, J., & Brucefors, A. B. (2005). Psychological empowerment at the workplace as a predictor of ill health. Personality and Individual Differences, 39, 1237-1248.
dc.source.bibliographicCitationHofstede, B. (2001). Culture´s Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations. (2a ed.) USA, Caroline: SAGE Publications.
dc.source.bibliographicCitationHolling, C. S. (1973). Resilience and stability of ecological systems. Annual review of ecology and systematics, 1-23.
dc.source.bibliographicCitationHome, J. F., & Orr, J. E. (1997). Assessing behaviors that create resilient organizations. Employment Relations Today, 24 (4), 29-39.
dc.source.bibliographicCitationHooijberg, R., Hunt, J. G., & Dodge, G. E. (1997). Leadership complexity and development of the leaderplex model. Journal of Management, 23 (3), 37-408.
dc.source.bibliographicCitationHouse, R. J. (1996). Path goal theory of leadership: lessons, legacy, and a reformulated theory. The leadership quarterly, 7, 323-352.
dc.source.bibliographicCitationHouse, R. J. (2002). Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE. Journal of World Busines.
dc.source.bibliographicCitationHouse, R. J., Wright, N. S., & Aditya, R. N. (1997). Cross-Cultural Research on Organizational Leadership. A Critical Analysis and a Proposed Theory. En P. C. Earley & M. Erez (Eds.), New Perspectives in International Industrial/Organizational Psychology. San Francisco: The New Lexington Press.
dc.source.bibliographicCitationHowell, J. P., & Costley, D. L. (2001). Understanding Behaviors for Effective Leadership. Saddle River, NJ: Prentice-Hall.
dc.source.bibliographicCitationHughes, R., Ginnett, R. C., & Curphy, G. J. (2004). Liderazgo: cómo aprovechar las lecciones de la experiencia. México: McGraw-Hill.
dc.source.bibliographicCitationHunt, J. (1999). Transformational/Charismatic Leadership´s Transformation of the field: An historical essay. Leadership Quarterly, 10 (2), 129-144.
dc.source.bibliographicCitationHunt, J. G. (1991). Leadership: a new synthesis. Thousand Oaks: Sage.
dc.source.bibliographicCitationHunt, J. G., & Larson, L. L. (1979). Crosscurrents in leadership. Southern Illinois: University Press.
dc.source.bibliographicCitationIrvine, D. M., & Evans, M. G. (1995). Job satisfaction and turnover among nurses: integrating research findings across studies. Nursing Research, 44, 246-252.
dc.source.bibliographicCitationJadivan, M., Dorfman, P.W., Howell, J. P., & Hanges, P. J. (2010). Leadership and cultural context. A Theoretical and empirical examination based on project GLOBE. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 291-304). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationJennings, P., & Dooley, K. (2007). An emerging complexity paradigm in leadership research. En J. Hazy, J. Goldstein, & B. Lichtenstein, Complex systems leadership theory. New perspectives from complexity science on social and organizational effectiveness (vol. 1, pp. 17-34). Mansfield USA: ISCE Publishing.
dc.source.bibliographicCitationJung, D. I., & Sosik, J. J. (2002). Transformational leadership in groups: the role of empowerment, cohesiveness and collective effectiveness. Small Group Research, 33 (3), 313-336.
dc.source.bibliographicCitationKatz, D., Maccoby, N., Gurin, G., & Floor, L. G. (1951). Productivity, supervision and morale among railroad workers. Institute for Social Research, University of Michigan. Ann Arbor, MI.
dc.source.bibliographicCitationKerfoot, K. (2005). Building confident organizations by filling buckets, building infrastructures, and shining the flashlight, Dermatology Nursing, 17 (2), 154-156.
dc.source.bibliographicCitationKerlinger, F. N. (1986). Foundations of behavioral research (3a ed.). New York: Holt, Rinehart & Winston.
dc.source.bibliographicCitationKezar, A. J., Carducci, R., & Contreras-McGavin, M. (2006). A World Anew: The Latest Theories of Leadership. Rethinking the "L" Word in Higher Education, 31 (6), 31-70.
dc.source.bibliographicCitationKotter, J. P. (1990). A force for change. New York, USA: The Free Press.
dc.source.bibliographicCitationKotter, J. P. (2008). Choosing Strategies for Change. Harvard Business Review.
dc.source.bibliographicCitationKouzes, J. M., & Posner, B. Z. (2002).The leadership challenge. San Francisco CA, USA: Josey- Bass.
dc.source.bibliographicCitationKozlowski. S. J. A (2002). Typology of virtual teams: Implications for effective leadership. Group & Organization Management, 27, 1.
dc.source.bibliographicCitationKuchinke, K. (1999). Leadership and culture: Work related values and leadership styles among one company’s U.S. and German telecommunication employees. Human Resource Development Quarterly, 10 (2), 135-154.
dc.source.bibliographicCitationKustin, R., & Jones, R. (1995). The influence of corporate headquarters on leadership styles in Japanese and US subsidiary companies. Leadership & Organization Development Journal, 16 (5), 11- 15.
dc.source.bibliographicCitationKwon, P. (2000). Hope and dysphoria: The moderating role of defense mechanisms. Journal of Personality, 68, 199-223.
dc.source.bibliographicCitationLai, L. & Yue, X. (2000). Measuring optimism in Hong Kong and mainland Chinese with the revised Life Orientation Test. Personality and Individual Differences, 28, 781-796.
dc.source.bibliographicCitationLambert, L. (2002). A framework for shared leadership. Educational Leadership, 59 (8), 37-40.
dc.source.bibliographicCitationLane, H. W., Maznevski, M., Mendenhall, M. E., & McNett, J. (2004). The handbook of global management: A guide to managing complexity. Oxford, UK: Blackwell Publishing.
dc.source.bibliographicCitationLarson, M., & Luthans, F. (2006). The potential added value of psychological capital in predicting work attitudes. Journal of Leadership and Organization Studies, (13), 44-61.
dc.source.bibliographicCitationLee, L. T., & Sukoco, B. M. (2007). The effects of entrepreneurial orientation and Knowledge Management capability on organizational and knowledge effectiveness in Taiwan: The moderating role of Social Capital. International Journal of Management, 24 (3), 549-572.
dc.source.bibliographicCitationLeithwood, K. A., Begley, P., & Cousins, J. B. (1990). The nature, causes and consequences of principal practices: an agenda for future research. Journal of Educational Administration, 28, 4 (5-31).
dc.source.bibliographicCitationLewin, K., Lippit, R., & White, R. (1939). Patterns of Aggressive Behavior in Experimentally Created Social Climates. Journal of Social Psychology, 10, 271-301.
dc.source.bibliographicCitationLewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created social climates. Journal of Social Psychology, (10), 271-301.
dc.source.bibliographicCitationLi, Y. H., Huang, J. W., & Tsai, M. T. (2009). Entrepreneurial orientation and firm performance: The role of knowledge creation process. Industrial Marketing Management, 38, 440–449.
dc.source.bibliographicCitationLin, H., & Lee, G. (2004). Perceptions of senior managers towards knowledge-sharing behavior. Management Decisions, 42 (1), 108-25.
dc.source.bibliographicCitationLipman-Blumen, J. (2000). Connective leadership: managing in a changing world. USA: Oxford University Press.
dc.source.bibliographicCitationLopes, P. N., Brackett, M. A., Nezlek, J. B., Schütz, A., Sellin, I., & Salovey, P. (2004). Emotional intelligence and social interaction. Personality and Social Psychology Bulletin, 30, 1018-1034.
dc.source.bibliographicCitationLord, R. G., & Hall, R. J. (2005). Identity, deep structure, and the development of leadership skill. The Leadership Quarterly, 16 (4), 591-615.
dc.source.bibliographicCitationLord, R. G., & Maher, K. J. (1991) Cognitive theory in industrial and organizational psychology. En M. D. Dunnette & L. Hough, Handbook of industrial and organizational psychology (vol. 2, pp. 1-62). Palo Alto, CA: Consulting Psychologists Press.
dc.source.bibliographicCitationLorsch, L. (2010). A contingency theory of Leadership. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 411-429). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationLupano Perugini, M. L., & Castro Solano, A. (2003). Estudios sobre el liderazgo. Teorías y evaluación. Psicodebate 6: Psicología, Cultura y Sociedad, 107-121.
dc.source.bibliographicCitationLuthans, F. (2002a). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior, (23), 695-706.
dc.source.bibliographicCitationLuthans, F. (2002b). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16 (1): 57-72.
dc.source.bibliographicCitationLuthans, F., & Jensen, S. M. (2002). Hope: A new positive strength for human resource development. Human Resource Development Review, (1) 304-322.
dc.source.bibliographicCitationLuthans, F., & Youssef, C. (2007). Emerging Positive Organizational Behavior. Journal of Management, 33 (3), 321-349.
dc.source.bibliographicCitationLuthans, F., & Youssef, C. M. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, (33) 143-160.
dc.source.bibliographicCitationLuthans, F., Avey, J. B., & Avolio, B. J. (2007). The impact of psychological capital interventions on performance outcomes. Working paper, Gallup Leadership Institute, University of Nebraska.
dc.source.bibliographicCitationLuthans, F., Avolio, B. J., Walumbwa, F. O., & Li, W. (2005). The psychological capital of Chinese workers: Exploring the relationship with performance. Management and Organization Review, (1), 247-269.
dc.source.bibliographicCitationLuthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60 (3), 541-572.
dc.source.bibliographicCitationLuthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personnel Psychology, 60 (3), 541-572.
dc.source.bibliographicCitationLuthans, F., Luthans, K., Hodgetts, R., & Luthans, B. C. (2001). Positive Approach to Leadership (PAL): Implication's for today's Organizations. Journal of Leadership Studies, 8 (2), 3-20.
dc.source.bibliographicCitationLuthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate-employee performance relationship. Journal of Organizational Behavior, 29 (2), 219-238.
dc.source.bibliographicCitationLuthans, F., Vogelgesang, G. R., & Lester, P. B. (2006). Developing the psychological capital of resiliency. Human Resource Development Review, 5 (1), 25-44.
dc.source.bibliographicCitationLuthans, F., Youssef, C., & Avolio, B. J. (2007). Psychological capital: Developing the human competitive edge. Oxford, UK: Oxford University Press.
dc.source.bibliographicCitationLuthas, S. S., & Cicchetti, D. (2000). The construct of resilience: Implications for interventions and social policies. Development and psychopathology, 12(04), 857-885.
dc.source.bibliographicCitationMacías, E., Enríquez, E., & Zepeda, E. (2012). Identificación del tipo de liderazgo en un centro automotriz. Instituto tecnológico de Ciudad de Juárez.
dc.source.bibliographicCitationMallak, L. (1998). Putting organizational resilence to work. Industrial Management, (40), 8-13.
dc.source.bibliographicCitationMandell, B., & Pherwani, S. (2003). Relationship between emotional intelligence and transformational leadership style: A gender comparison. Journal of Business and Psychology, 17, 387-404.
dc.source.bibliographicCitationMann, R. D. (1959). A review of the relationship between personality and performance in small groups. Psychological Bulletin, 56, 241-270.
dc.source.bibliographicCitationMarion, R. & Uhl-Bien, M. (2001). Leadership in complex organizations. The Leadership Quarterly, 12, 389-418.
dc.source.bibliographicCitationMarion, R., & Uhl–Bien, M. (2007). Paradigmatic Influence and Leadership: The perspectives of Complexity Theory and Bureaucracy Theory. En J. K. Hazy, J. A. Goldstein & B. B. Lichtenstein (Eds.), Complex Systems Leadership Theory (pp. 143-159). Mansfield, MA, EE .UU: Isce Publishing.
dc.source.bibliographicCitationMarkey, C. N., Markey, P. M., Ericksen, A. J., & Tinsely, B. J. (2006). Children's Behavioral Patterns, the Five-Factor Model of Personality, and Risk Behaviors. Personality and Individual Differences, 41, 1503-1513.
dc.source.bibliographicCitationMartínez, R. (2012). Resiliencia en jóvenes con discapacidad. ¿Difiere según la tipología y etapa en la que se adquiere la discapacidad? Boletín de Psicología, 105, 75-89.
dc.source.bibliographicCitationMartínez-Pons, M. (1997). The relation of emotional intelligence with selected areas of personal functioning. Imagination, Cognition and Personality, 17, 3-13
dc.source.bibliographicCitationMasten, A. S., & Reed, M. J. 2002. Resilience in development. In C. R. Snyder & S. Lopez (eds.), Handbook of positive psychology: 74-88. Oxford, UK: Oxford University Press.
dc.source.bibliographicCitationMathieu, J. E., Marks, M. A., & Zaccaro, S. J. (2001). Multiteam systems. En N. Anderson, D. S. Ones, H. K. Sinangil, & C. Viswesvaran (Eds.), Organizational Psychology: Vol. 2. Handbook of industrial, work and organizational psychology (pp. 289-313). Londres: Sage.
dc.source.bibliographicCitationMayer, J. D., Salovey, P., & Caruso, D. R. (2004). Emotional Intelligence: Theory, Findings, and Implications. Psychology Inquiry, 15 (3), 197-215.
dc.source.bibliographicCitationMc. Farland, L., Senn, L., & Childress, J. (1996). Liderazgo para el siglo XXI (E. Hoyos & L.H. Ramírez, Trads.). Bogotá, Colombia: McGraw-Hill.
dc.source.bibliographicCitationMcCullough, M. E., & Witvliet, C. V. (2002). The psychology of forgiveness. Handbook of positive psychology, 2, 446-455.
dc.source.bibliographicCitationMcNeese-Smith, D. K. (1997). The influence of manager behavior on nurses' job satisfaction, productivity and commitment. Journal of Nursing Administration, 27, 47-55.
dc.source.bibliographicCitationMendoza M, I. A. (2005). Estudio diagnóstico del perfil de Liderazgo Transformacional y Transaccional de gerentes de ventas de una empresa farmacéutica a nivel nacional. Universidad Autónoma de Tlaxcala.
dc.source.bibliographicCitationMendoza Torres, M. R., & Ortiz Riaga, C. (2006). El Liderazgo Transformacional, Dimensiones e Impacto en la Cultura Organizacional y Eficacia de las Empresas. Facultad de ciencias económicas: investigación y refelxión, Universidad Nueva Granada 16 (1), 118-134.
dc.source.bibliographicCitationMichel, J. W., Lyons, B. D., & Cho, J. (2011). Is the Full-Range Model of Leadership Really a Full-Range Model of Effective Leader Behavior? Journal of Leadership & Organizational Studies, 18 (4), 493-507.
dc.source.bibliographicCitationMikkelsen, A., Saksvik, P. O., Eriksen, H. R., & Ursin, H. (1999). The impact of learning opportunities and decision authority on occupational health. Work and Stress, 13, 20-31.
dc.source.bibliographicCitationMiller, D., & Whitney, J. O. (1999). Beyond strategy: Configuration as a pillar of competitive advantage. Business Horizons, 42 (3), 5-17.
dc.source.bibliographicCitationMolero, F. (2002). Cultura y Liderazgo. Una relación multifacética Boletín de Psicología, 76, 53-75.
dc.source.bibliographicCitationMolero, F., Recio, P., & Cuadrado, I. (2010). Liderazgo Transformacional y Liderazgo Transaccional: un análisis de la estructura factorial del Multifactor Leadership Questionnaire (MLQ) en una muestra española. Psicothema, 22, 495-501.
dc.source.bibliographicCitationMorgeson, F. P., Campion, M. A., Dipboye, R. L., Hollenbeck, J. R., Murphy, K., & Schmitt, N. (2007). Reconsidering the use of personality tests in personnel selection contexts. Personnel Psychology, 60 (3), 683-729.
dc.source.bibliographicCitationMoss, R. (2010). Leadership in a globalizing world. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 3-25). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationMumford, M. D., Zaccaro, S. J., Harding, F. D., Jacobs, T. O., & Fleishman, E. A. (2000). Leadership skills for a changing world: solving complex social problems. The Leadership Quarterly, 11, 11-35.
dc.source.bibliographicCitationMumford, M. D., Zaccaro, S. J., Connelli, M. S., & Marks, M. A. (2000). Leadership Skills: Conclusions and future directions. Leadership Quarterly, 11 (1), 155-170.
dc.source.bibliographicCitationMutis, G. (2011). Lecturas en la página web del Centro de Liderazgo y gestión. Recuperado de http://www.liderazgoygestion.com/intervencionesgm.php).
dc.source.bibliographicCitationMyers, D. G. (2000). The funds, friends and faith of happy people. American Psychologist, 51 (1), 56-67
dc.source.bibliographicCitationNatGeo (Director) (2013). El mundo que cambia (documental).
dc.source.bibliographicCitationNevis, E., DiBella, A., & Gould, J. (1995). Understanding organizations as learning systems, Sloan Management Review, 36 (2), 73-85.
dc.source.bibliographicCitationNicholls, J. R. (1986). Congruent leadership. Leadership and Organization Development Journal, 7 (1), 27-31.
dc.source.bibliographicCitationNicholson, N., Fenton-O’Creevy, M., Soane, E., & Willman, P. (2005). Personality and Domain Specific Risk Taking. Journal of Risk Research, 8 (2), 157-176.
dc.source.bibliographicCitationNielsen, K., Randall, R., Yarker, J., & Brenner, S. (2008). The effects of transformational leadership on followers perceived work characteristics and psychological well-being: a longitudinal study. Work & Stress, 22 (1), 16-32.
dc.source.bibliographicCitationNohria, N., & Khurana, R. (2010). Advancing Leadership Theory and practice. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 3-25). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationNonaka, I., Byosiere, P., Borucki, C., & Konno, N. (1994). Organizational Knowledge Creation Theory: A first comprehensive test. International Business Review, 3 (4), 337-351.
dc.source.bibliographicCitationNorman, S., Avey, J., Nimnicht, J., & Pigeon, N. (2010). The Interactive Effects of Psychological Capital and Organizational Identity on Employee Organizational Citizenship and Deviance Behaviors. Journal of Leadership & Organizational Studies, 17 (4), 380-391.
dc.source.bibliographicCitationNyberg, A., Bernin, P., & Theorell, T. (2005). The impact of leadership on the health of subordinates. Programme for working life research in Europe. Report N° 1. The National Institute for Working Life and the Swedish Trade Unions in Co-operation.
dc.source.bibliographicCitationNye, J. S. (2010). Power and leadership. En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 305-332). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationOgliastri, E. (2005). Liderazgo Organizacional en Colombia: Un Estudio Cualitativo. Revista Universidad EAFIT, 33 (105), 35-52.
dc.source.bibliographicCitationOnes, D. S., Dilchert, S., Viswesvaran, C., & Judge, T. A. (2007). In support of personality assessment in organizational settings. Personnel Psychology, 60, 995-1027.
dc.source.bibliographicCitationOnwuegbuzie, A. J., & Snyder, C. R. (2000). Relations between hope and graduate students’ coping strategies for studying and examination taking. Psychological Reports, (86), 803-806.
dc.source.bibliographicCitationOrtiz Rivera, E. (2010). Los índices culturales de Hofstede y su impacto en los estilos de liderazgo en empresas extranjeras que operan en Puerto Rico. Forum Empresarial, Diciembre, 59-81.
dc.source.bibliographicCitationOsborn, R., Hunt, J. G., & Jauch, L. R. (2002). Toward a contextual theory of leadership. The Leadership Quarterly, 13, 797-837.
dc.source.bibliographicCitationOtero, J. M., Luengo, A., Romero, E., Gómez, J. A., & Castro, C. (1998). Psicología de la personalidad. Manual de prácticas. Barcelona: Ariel Practicum.
dc.source.bibliographicCitationPalomino, J. H., Espinoza, J. D., & Aguilar A. M. (2014). Influencia del comportamiento del líder en el desarrollo de los recursos humanos. Revista Internacional Administración & Finanzas, 7 (6), 75-90.
dc.source.bibliographicCitationPan, S., & Scarbrough, H. (1999). Knowledge management in practice: An exploratory case study. Technology Analysis and Strategic Management, 11, 359-372.
dc.source.bibliographicCitationPargament, K., &. Mahoney (2002). Spirituality: Discovering and conserving the sacred. En C.R. Snyder, Handbook of positive psychology (pp. 646-659). New York: Oxford University Press.
dc.source.bibliographicCitationPascal, R., Millemann, M., & Gioja, L. (2002). El líder en tiempos de caos. Las leyes de la naturaleza y las nuevas leyes de los negocios. Barcelona: Paidós Empresa.
dc.source.bibliographicCitationPascual, R., Villa, A., & Auzmendi, E. (1993). El Liderazgo Transformacional en los centros docentes. Bilbao: Mensajero.
dc.source.bibliographicCitationPaton, K., Sengupta, S., & Hassan, L. (2005).Settings, systems and organization development: the Healthy Living and Working Model. Health Promotion International, 20, 81-89.
dc.source.bibliographicCitationPaton, D., Smith, L., and Violanti, J., 2000. Disaster response: risk, vulnerability and resilience. Disaster Prevention and Management, 9 (3), 173–180.
dc.source.bibliographicCitationPedraja-Rejas, L., Rodríguez-Poce, E., & Rodríguez-Ponce, J. (2006). Sociedad del conocimiento y dirección estratégica una propuesta integradora. Interciencia, 31, 570-576.
dc.source.bibliographicCitationPedraja-Rejas, L., & Rodríguez-Ponce, E. (2004). Efectos del estilo de liderazgo sobre la eficacia de las organizaciones públicas. Revista de la Facultad de Ingeniería, 12, 63-73.
dc.source.bibliographicCitationPeiró, J. M., & Rodríguez, I. (2008). Estrés laboral, liderazgo y salud organizacional. Papeles del Psicólogo, (29), 68-82.
dc.source.bibliographicCitationPelz, D. C. (1956). Some social factors related to performance in research organization. Administrative Science Quarterly, 1 (3), 310-325.
dc.source.bibliographicCitationPérez S., J. A., & Camps del Valle, V. (2011). Manifestación del Liderazgo Transformacional en un Grupo de Supervisores de Puerto Rico. Psicología del Trabajo y de las Organizaciones, 27 (1), 17-29.
dc.source.bibliographicCitationPeterson, S. J., & Luthans, F. (2003). The positive impact and development of hopeful leaders. Leadership and Organization Development Journal, (24), 26-31.
dc.source.bibliographicCitationPetrides, K. V., & Furnham, A. (2000). Gender differences in measured and self-estimated trait Emotional Intelligence. Sex Roles, 42, 449-461.
dc.source.bibliographicCitationPfeffer, J. (1981). Management as symbolic action: The creation and maintenance of organizational paradigms. Graduate School of Business, Stanford University.
dc.source.bibliographicCitationPlowman, A., & Duchon, D. (2007b). Dispelling the myths about leadership. From cybernetics to emergence. En M. Uhl-Bien & R. Marion (Eds.), Complexity Leadership. Part I. Conceptual Foundations. Charlot, North Carolina, EE.UU: Leadership Horizons.
dc.source.bibliographicCitationPodolny, J., Khurana, R., & Hill-Popper, M. (2005). Revising the meaning of leadership. Research in organizational Behavior, 26, 1-36.
dc.source.bibliographicCitationPodsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107-142.
dc.source.bibliographicCitationPodsakoff, P., Todor, W., Grover, R., & Huber, V., (1984). Situational moderators of leader reward and punishment behaviors: Fact or fiction? Organizational Behavior and Human Performance, 34, (1), 21-63.
dc.source.bibliographicCitationPolitis, J. (2001). The relationship of various leadership styles to knowledge management. Leadership Organizational Development Journal, 22, 354-364.
dc.source.bibliographicCitationPollock, K. S. (1998). The relationship between leadership style and subordinate satisfaction and performance in public accounting firms (Disertación doctoral). University of Kentucky.
dc.source.bibliographicCitationPorter, M. E., & Nohria, N. (2010). What is leadership? En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 569-609). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationPulley, M. P., & Wakefield, M. (2001). Building resiliency, how to thrive in times of change. North Carolina: Center for Creative Leadership.
dc.source.bibliographicCitationQuinceno, J. M., & Vinaccia S. (2011). Resiliencia: una perspectiva desde la enfermedad crónica en población adulta. Pensamiento Psicológico, 9, (17), 69-82
dc.source.bibliographicCitationQuinn, R. E., & Hall, R. H. (1983). Environments, organizations, and policymakers: Toward an integrative framework. En R. H Hall & R. E. Quinn (Eds.), Organizational theory and public policy. Beverly Hills, CA: Sage.
dc.source.bibliographicCitationRaineri, A. (2006). Estilos de dirección como determinantes del clima laboral en Chile. Revista Abante, 9 (1), 3-33.
dc.source.bibliographicCitationRange, L., & Pentin, S. (1994). Hope, hopelessness and suicidality in college students. Psychological Reports, (75), 456-458.
dc.source.bibliographicCitationRebiere, V., & Sitar, S. (2003). Critical role of leadership in nurturing a knowledge-supporting culture. Knowledge Management Researche and Practice, 1, 39-48.
dc.source.bibliographicCitationReddin, W. J. (1967). The 3D management style theory. Training and development journal, 8-17.
dc.source.bibliographicCitationReddin, W. J. (1997). Cómo mejorar su estilo de gestión. Bilbao: Deusto.
dc.source.bibliographicCitationRego, L. (2005). How can knowledge management affect the practice of leadership. Leadership in Action, 25 (3), 15.
dc.source.bibliographicCitationRestrepo, L. F., Vélez, A. R., Garzón, M. A., & Méndez, C. E. (2005). Protocolo de investigación, Grupo de Perdurabilidad Empresarial. Bogotá: Facultad de Administración, Universidad del Rosario.
dc.source.bibliographicCitationRivera, H. A. (2012). Perdurabilidad empresarial: Concepto, estudios, hallazgos. Cuadernos de Administración, 28 (47), 103-113.
dc.source.bibliographicCitationRoach, C. F. & Behling, O. (1984). Functionalsim: Basis for an Alternate Approach to the Study of Leadership. En J. G. Hunt, D. M. Hosking, C. A. Schriesheim, & R. Stewar (Eds.), Leaders and Managers: International Perspectives on Managerial Behavior and Leadership. NY: Pergamon.
dc.source.bibliographicCitationRobles Francia, V. H., de la Garza Ramos, M. I., & Medina Quintero, J. M. (2008) El Liderazgo de los Gerentes de las PYMES de Tamaulipas, México, Mediante El Inventario de las Prácticas de Liderazgo. Cuadernos de Administración, 21 (37), 293-310.
dc.source.bibliographicCitationRobles, V., Contreras, F., Barbosa, D. H., & Juárez, F. (2013) Liderazgo en directivos colombianos vs. Mexicanos. Un estudio comparativo. Revista Investigación & Desarrollo, 21, 2, 395-418.
dc.source.bibliographicCitationRothfelder, K., Ottenbacher, M. C., & Harrington, R. J. (2013). The impact of transformational, transactional and non-leadership styles on employee job satisfaction in the German hospitality industry. Tourism & Hospitality Research, 12 (4), 201-214.
dc.source.bibliographicCitationRozier, C. (1996). Nurse executive characteristics: Gender differences. Nursing Management, 27, 33-38.
dc.source.bibliographicCitationRyan, J. C., & Tipu, S. A. (2013). Leadership effects on innovation propensity: A two-factor full range leadership model. Recuperado de http://dx.doi.org/10.1016/j.jbusres.2013.02.038
dc.source.bibliographicCitationSalanova M., Schaufeli, W. B., Llorens, S., Peiró, J. M., & Grau, R. (2000). Desde el “burnout” al “engagement”: ¿una nueva perspectiva? Revista de Psicología del Trabajo y las Organizaciones, 16 (2), 117-134.
dc.source.bibliographicCitationSalanova, M., & Zafra, E. (2011). Introducción: Psicología Social y Psicología Positiva. Revista de Psicología Social, 26, 339-343.
dc.source.bibliographicCitationSalanova, M., Llorens, S., Acosta, H., & Torrente, P. (2013). Positive Interventions in Positive Organizations. Intervenciones Positivas en Organizaciones Positivas. Terapia Psicológica, 31, 101-113.
dc.source.bibliographicCitationSalanova, M., Llorens, S., Cifre, E., & Martínez, I. (2012). We need a Hero! Toward a Validation of the Healthy and Resilient Organization (HERO) Model. Group & Organization Management, 37, 785-822.
dc.source.bibliographicCitationSalinas, C. (2002). Promoción de la Salud en Chile. Revista chilena de Nutrición, 29 (4), 164-73.
dc.source.bibliographicCitationSalk, R. J., & Schneider, I. E. (2009). Commitment to Learning within A Public Land Management Agency: The Influence of Transformational Leadership and Organizational Culture. Journal of Park and Recreation Administration, 27 (1), 70-84.
dc.source.bibliographicCitationSánchez Santa-Bárbara, E., & Rodríguez Fernández, A. (2010). 40 Años de la teoría del liderazgo situacional: una revisión. Revista Latinoamericana de Psicología, 25-39.
dc.source.bibliographicCitationSashkin, M., & Rosenbach, W. (1993). A new leadership paradigm. En W. Rosenbach, Contemporary issues in leadership (pp. 87-108). Boulder, CO: Westview Press.
dc.source.bibliographicCitationScamardo, M., & Harnden, S. (2007). A Manager Coaching Group Model: Applying Leadership Knowledge. Journal of Workplace Behavioral Health, 127-143.
dc.source.bibliographicCitationScheier, M. & Carver, C. (1985). Optimism, coping and health: Assessment and implications of generalized outcome expectancies. Health Psychology, 4, 219-247.
dc.source.bibliographicCitationScheier, M. F., Carver, C., & Bridges M. W. (1994). Distinguishing optimism from neuroticism (and trait anxiety, self-mastery, and self-esteem): A reevaluation of the Life Orientation Test. Journal of Personality and Social Psychology, 67, 1063-1078.
dc.source.bibliographicCitationSchneider, B. (2007). Resiliencia. Cómo construir empresas exitosas en contextos de inestabilidad. Bogotá: Norma
dc.source.bibliographicCitationSchriesheim, C. A., & Neider, L. L. (1996). Path-goal leadership theory: The long and winding road. Leadership Quarterly, 7 (3), 317-321.
dc.source.bibliographicCitationSchyns, B., & Sanders, K. (2005). Exploring gender differences in leaders´occupational self-efficacy. Women in Management Review, 20, 513-523.
dc.source.bibliographicCitationScioli, A., Chamberlin, C., Samor, C. M., LaPointe, A. B., Campbell, T. L., MacLeod, A. R., & McLenon, J. A. (1997). A prospective study of hope, optimism, and health. Psychological Reports, (81), 723-733.
dc.source.bibliographicCitationSeligman, M., &. Csikszentmihalyi, M. (2000). Positive psychology: An introduction. American Psychologist, (55), 5-14.
dc.source.bibliographicCitationSeligman, M. (2003). Foreword: The past and future of positive psychology. En C. L. M. Keyes, & J. Haidt (Eds.), Flourishing: Positive psychology and the life well lived (pp. 11-20). Washington DC: American Psychological Association.
dc.source.bibliographicCitationSeligman, M. (2005) La auténtica felicidad. Barcelona: Ediciones B.
dc.source.bibliographicCitationSeligman, M. (2002). Authentic happiness. New York, USA: Free Press.
dc.source.bibliographicCitationSeligman, M. E. P., & Csikszentmihalyi, M. (2000). Positive Psychology: An Introduction. American Psychologist, 55 (1), 5-14.
dc.source.bibliographicCitationSeligman, M. E. P. (1998). Building Human Strength. Psychology’s Forgotten Mission. APA Monitor, 28 (1).
dc.source.bibliographicCitationSeligman, M. E. P., & Csikszentmihalyi, M. (2000). Positive psychology. American Psychologist, 55 (1), 5-14.
dc.source.bibliographicCitationSeltzer, J., & Bass, B. M. (1999). Transformational Leadership: Beyond Initiation and Consideration. Journal of Management, 16 (4), 693-703.
dc.source.bibliographicCitationSeltzer, J., & Numerof, R. B. (1989). Transformational leadership: Is it a source of more burnout and stress? Journal of Health and Human Resources Administration, 174-185.
dc.source.bibliographicCitationShain, M., & Kramer, D. M. (2004). Health promotion in the workplace: Framing the concept; Reviewing the evidence. Occupational and Environmental Medicine, 61, 643-648.
dc.source.bibliographicCitationShawn, B.C., Díaz-Granados, D., & Salas, E. (2011). Team Leadership: A Review and Look Ahead. The SAGE handbook of leadership. Thousand Oaks, CA: Sage.
dc.source.bibliographicCitationSiegel, S., & Castellan, N. J. (1995). Estadística no paramétrica (4a ed.). México: Trillas.
dc.source.bibliographicCitationSlater, Ch., Boone, M., Price, L., Martínez, D., Álvarez, I., Topete, C., & Olea, E. (2002). A crosscultural investigation of leadership in the United States and Mexico. School Leadership & Management, 22 (2), 197-209.
dc.source.bibliographicCitationSmith, B., Dalen, J., Wiggins, K., Tooler, E., Paulette, C., & Bernad, J. (2008). The Brief Resilience Scale: Assessing the Ability to Bounce Back. International Journal of Behavioral Medicine, 15 (3), 194-200.
dc.source.bibliographicCitationSmith, K. K., Matkin, G. S., & Fritz, S. (2004). A Review of Gender and Full-Range Leadership Research and Suggestions for Future Research). Faculty Publications: Agricultural Leadership, Education & Communication Department. Paper 30.
dc.source.bibliographicCitationSmith, P. B., Peterson, M. F., & Schwartz, S. H. (2002). Cultural values, sources of guidance, and their relevance to managerial behavior. Journal of Cross-Cultural Psychology, 33 (2), 188-208.
dc.source.bibliographicCitationSnyder, C. R. (1995a). Conceptualizing, measuring, and nurturing hope. Journal of Counseling and Development, (73), 355-360.
dc.source.bibliographicCitationSnyder, C. R. (1995b). Managing for high hope. R & D Innovator, 4 (6), 6-7.
dc.source.bibliographicCitationSnyder, C. R., Tran, T., Schroeder, L. L., Pulvers, K. M., Adams, J., & Laub, L. (2000). Teaching the hope recipe: Setting goals, finding pathways to those goals, and getting motivated. National Educational Service, 46-50.
dc.source.bibliographicCitationSnyder, C. R. (2002). Handbook of positive psychology. New York: Oxford University Press.
dc.source.bibliographicCitationSnyder, C. R. (2002). Hope theory: Rainbows in the mind. Psychological Inquiry, (13), 249-276.
dc.source.bibliographicCitationSnyder, C. R. (2000). The past and possible futures of hope. Journal of Social and Clinical Psychology, 19, 11-28.
dc.source.bibliographicCitationSosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received and job-related stress: A conceptual model and preliminary results. Journal of Organizational Behavior, 21 (4), 365-390.
dc.source.bibliographicCitationSosik, J. J., & Godshalk, V. M. (2000). Leadership styles, mentoring functions received and job-related stress: A conceptual model and preliminary results. Journal of Organizational Behavior, 21 (4), 365-390.
dc.source.bibliographicCitationSparks, J., & Schenk, J. (2001). Explaining the effects of transformational leadership: an investigation of the effects of higher-orders motives in multilevel marketing organizations. Journal of Organizational Behavior, (22), 849-869.
dc.source.bibliographicCitationSparks, K., Faragher, B., & Cooper, L. C. (2001). Wellbeing and occupational health in the 21st century workplace. Journal of Occupational and Organizational Psychology, 74, 489-509.
dc.source.bibliographicCitationSparrowe, R., & Liden, R. C. (2005). Two routes to influence: Integrating Leader-Member Exchange and social network perspectives. Administrative Science Quarterly, 50, 505-535.
dc.source.bibliographicCitationSpector, P., & Suttell, B. J. (1957). An experimental comparison of the effectiveness of three patterns of leadership behavior. Washington, D.C.: American Institute for Research.
dc.source.bibliographicCitationStajkovic, A. D., & Luthans, F. (1998). Self-efficacy and work-related performance: a meta-analysis. Psychological Bulletin, 124, 240-261.
dc.source.bibliographicCitationStajkovic, A. D., & Luthans, F. (1998b). Social cognitive theory and self-efficacy: Going beyond traditional motivational and behavioral approaches. Organizational Dynamics, 26, 62-74.
dc.source.bibliographicCitationStogdill, R. M. (1948). Personal factors associated with leadership: a review of the literature. Journal of Phichology, 25, 35-71.
dc.source.bibliographicCitationStogdill, R. M. (1974). Handbook of leadership: A survey of theory and practice. New York: The Free Press.
dc.source.bibliographicCitationStoltz, P. G. (2004). Building resilience for uncertain times. Leader to Leader (31), 16-20.
dc.source.bibliographicCitationTaylor, J. (2000). Nurse executive transformational leadership found in participative organizations. Journal of Nursing Administration, 30 (5), 241-250.
dc.source.bibliographicCitationTilman, D., & Downing, J. A. (1994). Biodiversity and stability in grasslands. Nature, 367(6461), 363-365.
dc.source.bibliographicCitationToor, S., & Ofori, G. (2010). Positive Psychological Capital as a Source of Sustainable Competitive Advantage for Organizations. Journal of Construction Engineering & Management, 136 (3), 341-352.
dc.source.bibliographicCitationToor, S. R., & Ofori, G. (2010). Positive Psychological Capital as a Source of Sustainable Competitive Advantage for Organizations. Journal of Construction Engineering y Management, 136 (3), 341-352.
dc.source.bibliographicCitationTownsend A. M., De Marie, S.M., & Hendrickson. A. R (1998). Virtual teams: Technology and the workplace of the future. Academy of Management Executive, 12, 17-29.
dc.source.bibliographicCitationUhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity Leadership Theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quaterly, 18, 298-318.
dc.source.bibliographicCitationUniversidad del Rosario, Facultad de Administración, Dirección de Investigaciones (2012). Documento descriptivo de las líneas de investigación gerencia, liderazgo, realidad y estrategia. Bogotá: Universidad del Rosario.
dc.source.bibliographicCitationVan Knippenberg, D., & Sitkin, S. B. (2013). A critical assessment of Charismatic-Transformational Leadership Research: Back to the Drawing Board? The Academy of Management Annals, 7(1), 1-60.
dc.source.bibliographicCitationVasconcelos, F .C., & Ramírez, R. (2011). Complexity in business environments. Journal of Business Research, 64, 236-241.
dc.source.bibliographicCitationVega, C., & Zabala, G. (2004). Adaptación del Cuestionario Multifactorial de Liderazgo MLQ Forma 5x corta) de B. Bass y B. Avolio al contexto organizacional chileno (Trabajo no publicado para optar por título en Psicología). Universidad de Chile, Santiago de Chile.
dc.source.bibliographicCitationVeninga, R. L. (2000). Managing hope in the workplace: Five simple strategies can help transform organizations. Health Progress, (81), 22-24.
dc.source.bibliographicCitationVera-Villaroel, P., Córdoba, N., & Célis, K. (2009). Evaluación del optimismo: Un análisis preliminar del Life Orientation Test versión revisada (LOST-R) en población chilena. Universitas psychologica, 8, 61-68.
dc.source.bibliographicCitationVroom, V. H., & Yetton, P. W. (1973). Leadership and decision making. Pittsburgh, PA: University of Pittsburgh Press.
dc.source.bibliographicCitationVroom, V. H., & Jago, H. G. (2007). The role of the situation in leadership. American Psychologist, 62 (1), 17-24.
dc.source.bibliographicCitationWagnild, G. M., & Young, H. M. (1993). Development and psychometric evaluation of the resiliency scale. Journal of Nursing Management, 1(2), 165-178.
dc.source.bibliographicCitationWagnild, G. (2009). The Resilience Scale User´s Guide for the US English version of the Resilience Scale and the 14-Item Resilience Scale (RS-14).
dc.source.bibliographicCitationWalker, B., Holling, C. S., Carpenter, S. R., & Kinzig, A. (2004). Resilience, adaptability and transformability in social--ecological systems. Ecology and society, 9 (2), 5.
dc.source.bibliographicCitationWalumbwa, F., Luthans, F., Avey, J., & Oke, A. (2011). Authentically leading groups: The mediating role of collective psychological capital and trust. Journal of Organizational Behavior, 32 (1), 4-24.
dc.source.bibliographicCitationWandeler, C. A., & Bundick, M. J. (2011). Hope and self-determination of young adults in the worplace. The Journal of Positive Psychology, 6 (5), 341-354. doi:10.1080/17439760.2011.584547
dc.source.bibliographicCitationWasserman, N., Anand, B., & Nohria, N. (2010). When does leadership matter? En N. Nohria & R. Khurana (Eds.), Handbook of Leadership Theory and Practice (pp. 27-63). Boston, MA: Harvard Business Press.
dc.source.bibliographicCitationWaters, D. (2011). Supply chain risk management: vulnerability and resilience in logistics. Kogan Page Publishers.
dc.source.bibliographicCitationWeber, E., Blais, A., & Betz, N. E. (2002). A Domain specific Risk-attitude Scale: Measuring Risk Perceptions and Risk Behaviors. Journal of Behavioral Decision Making, 15, 263-290.
dc.source.bibliographicCitationWenig, R. (2004). Leadership Knowledge and Skill: An Enabler for Success as a Technology Education Teacher-Leader. The journal of technology studies, 30 (1) 59-64.
dc.source.bibliographicCitationWesterlaken, K. M., & Woods, P. R. (2013). The relationship between psychopathy and the Full Range Leadership Model. Personality and Individual Differences, 54, 41-46.
dc.source.bibliographicCitationWilson, C. (2010). Kouzes and Posner: The Leadership Challenge. Recuperado el 23 de febrero de 2014, de http://www.performancecoachtraining.com/resources/docs/pdfs2/Kouzes_and_Posner_Leadership_Challenge.pdf
dc.source.bibliographicCitationWilson, S. M., & Ferch, S. R (2005). Enhancing resilience in the workplace through the practice of caring relationships. Organization Development Journal, 23 (4), 45-60.
dc.source.bibliographicCitationWoo, H. S., Wilson, D., & Liu, J. (2001). Gender impact on Chinese negotiation: some key issues for western negotiators. Women in Management Review, 16 (7), 349-356.
dc.source.bibliographicCitationWoods, H. (2006). Resilience engineering: concepts and precepts. Ahern, N. R., Kiehl, E. M., Sole, M. L., & Byers, J. (2006). A review of instruments measuring resilience. Issues in Comprehensive Pediatric Nursing, 29, 103-125.
dc.source.bibliographicCitationYoussef, C. M., & Luthans, F. (2007). Positive organizational behavior in the workplace: The Impact of hope, optimism and resilience. Journal of Management, 33 (5), 774-800.
dc.source.bibliographicCitationYoussef, C. M., & Luthans, F. (2006). Time for positivity in the Middle East: Developing hopeful Egyptian organizational leaders. En W. Mobley & E. Weldon (Eds.), Advances in global leadership, (vol. 4, pp. 283-297). Oxford, UK: Elsevier Science/JAI.
dc.source.bibliographicCitationYoussef, C. M., & Luthans, F. (2007). Emerging Positive Organizational Behavior. Journal of Management, 33 (3), 321-349.
dc.source.bibliographicCitationYukl G. (2011). Contingency Theories of Effective Leadership. The SAGE Handbook of Leadership Sage Publications.
dc.source.bibliographicCitationYukl, G. (1989). Leadership in organizations. New Jersey: Prentice Hall.
dc.source.bibliographicCitationYukl, G. (1999). An evaluative essay on current conceptions of effective leadership. European journal of work and organizational Psychology, 8 (1), 33-48.
dc.source.bibliographicCitationYukl, G. (2006). Leadership in organizations (6a ed.). Upper Saddle River, NJ: Pearson-Prentice Hall.
dc.source.bibliographicCitationYukl, G. (1981). Leadership in organizations. Englewood cliffs, NJ: Prentice-Ha.
dc.source.bibliographicCitationZaccaro, S. J., Rittman, A. L., & Marks, M. A. (2002). Team leadership. The Leadership Quarterly, 12 (4), 451-483.
dc.source.bibliographicCitationZaccaro, S. J., Mumford, M. D., Connelly, M. S., Marks, M. A., & Gilbert, J. A. (2000). Assessment of leader problem-solving capabilities. The Leadership Quarterly, 11, 37-64.
dc.source.bibliographicCitationZagorsek, H., Jaklic, M., & Stough, S. J. (2004). Comparing Leadership Practices between the United States, Nigeria, and Slovenia: Does culture matter? Cross Cultural Management, 11 (2), 16-34.
dc.source.bibliographicCitationZaleznik, A. (2004). Directivos y líderes ¿Son diferentes? Harvard Business Review, 82 (1), 64-71.
dc.rights.licenciaEL AUTOR, manifiesta que la obra objeto de la presente autorización es original y la realizó sin violar o usurpar derechos de autor de terceros, por lo tanto la obra es de exclusiva autoría y tiene la titularidad sobre la misma. PARGRAFO: En caso de presentarse cualquier reclamación o acción por parte de un tercero en cuanto a los derechos de autor sobre la obra en cuestión, EL AUTOR, asumirá toda la responsabilidad, y saldrá en defensa de los derechos aquí autorizados; para todos los efectos la universidad actúa como un tercero de buena fe. EL AUTOR, autoriza a LA UNIVERSIDAD DEL ROSARIO, para que en los términos establecidos en la Ley 23 de 1982, Ley 44 de 1993, Decisión andina 351 de 1993, Decreto 460 de 1995 y demás normas generales sobre la materia, utilice y use la obra objeto de la presente autorización. -------------------------------------- POLITICA DE TRATAMIENTO DE DATOS PERSONALES. Declaro que autorizo previa y de forma informada el tratamiento de mis datos personales por parte de LA UNIVERSIDAD DEL ROSARIO para fines académicos y en aplicación de convenios con terceros o servicios conexos con actividades propias de la academia, con estricto cumplimiento de los principios de ley. Para el correcto ejercicio de mi derecho de habeas data cuento con la cuenta de correo habeasdata@urosario.edu.co, donde previa identificación podré solicitar la consulta, corrección y supresión de mis datos.


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record

 

Reconocimientos: