摘要：Resumen Se compararon las prácticas de liderazgo entre un grupo 101 directivos colombianos y 121 directivos mexicanos. Se utilizó el Inventario de prácticas de Liderazgo (Leadership Practices Inventory de Kouzes y Posner, 2002). Los resultados muestran que los directivos colombianos reportan una mayor utilización de las prácticas de liderazgo que los directivos mexicanos, la práctica que obtuvo una menor puntuación en ambos grupos fue la de Inspirar, mientras que la práctica con mayor puntuación fue la de Modelar. Las únicas prácticas que mostraron diferencias significativas entre los dos grupos fueron Modelar el camino ( p = .018), correspondiente al liderazgo transformacional y Dar aliento al corazón ( p = .021), correspondiente al liderazgo transaccional. Se concluye que tanto las prácticas del liderazgo transformacional como del transaccional se presentan en los dos grupos, diferenciándose solo en las prácticas de Modelar el Camino y Dar Aliento al Corazón. Abstract We compared the leadership practices between a group 101 Colombian managers and 121 Mexicans managers. We distributed the Leadership Practices Inventory (Kouzes and Posner, 2002). The results showed that Colombians managers reported greater use of leadership practices than Mexican managers, the practice receiving a lower score in both groups was To Inspire, while the practice with the highest score was To Model the Way. The only practices that showed significant differences between the two groups were To Model the Way ( p = .018), for the transformational leadership style, and To Encourage the Hearth ( p = .021), for the transactional leadership style. We conclude that both the transactional and transformational leadership styles are in the two groups, differingthe groups in the practices of To Model the Way and To Encourage the Heart.
其他摘要：We compared leadership practices between a group composed of 101 Colombian managers and another group composed of 121 Mexican managers. We distributed the Leadership Practices Inventory (Kouzes and Posner, 2002) to evaluate their type of leadership. The results showed that, althoughColombian managers report higher scores in every practice, the pattern looks similar in both groups. The practice receiving a lower score in both groups was To Inspire while the practice with the highest score was To Model the Way, both of them related to transformational leadership. The only practicesthat showed significant differences between the two groups were To Model the Way, for the transformational leadership style, and To Encourage the Heart, for the transactional leadership style. We conclude that both Colombianand Mexican managers possess a similar pattern with small differences in frequency between them.
