<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>0124-4639</journal-id>
<journal-title><![CDATA[Revista Universidad y Empresa]]></journal-title>
<abbrev-journal-title><![CDATA[rev.univ.empresa]]></abbrev-journal-title>
<issn>0124-4639</issn>
<publisher>
<publisher-name><![CDATA[Universidad del Rosario]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S0124-46392020000200069</article-id>
<article-id pub-id-type="doi">10.12804/revistas.urosario.edu.co/empresa/a.7854</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[Liderazgo transformacional y equidad de género: el caso de estudiantes de posgrado]]></article-title>
<article-title xml:lang="en"><![CDATA[Transformational Leadership and Gender Equity: The Case of Graduate Students]]></article-title>
<article-title xml:lang="pt"><![CDATA[Liderança transformacional e equidade de gênero: o caso de estudantes de pós-graduação]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Díaz-Gómez]]></surname>
<given-names><![CDATA[Eduardo Raúl]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,CETYS Universidad Escuela de Administración y Negocios ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>12</month>
<year>2020</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>12</month>
<year>2020</year>
</pub-date>
<volume>22</volume>
<numero>39</numero>
<fpage>69</fpage>
<lpage>89</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S0124-46392020000200069&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S0124-46392020000200069&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S0124-46392020000200069&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen La representación de la mujer en roles de liderazgo incrementa en contextos organizacionales, educativos y políticos en México. Sin embargo, todavía existen barreras para la inclusión y equidad de género para mujeres que aspiran a desempeñarse como líderes. Estas parten de estereotipos que califican los estilos directivos de la mujer como comunales que, si bien fomentan el desarrollo de relaciones interpersonales, merman el cumplimiento de objetivos y el alto desempeño de equipos de trabajo que responden mejor a estilos gerenciales tradicionalmente relacionados con el género masculino. Existen estudios empíricos desarrollados con base en la teoría de liderazgo transformacional que desmienten la diferencia de actuaciones entre mujeres y hombres en puestos de liderazgo. La característica universal de la teoría transformacional de liderazgo la hace especialmente apropiada para comparar conductas entre grupos de género femenino y masculino, especialmente en estudios donde se adopta un diseño de auto-reporte. Este estudio utiliza un modelo de liderazgo transformacional para comparar la autopercepción de 309 estudiantes de posgrado entre mujeres y hombres. Los resultados sugieren que ambos grupos perciben su comportamiento de manera similar. Este resultado complementa otros estudios que sostienen que el género no influye sobre la conducta de líderes transformacionales.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract The role of women in leadership roles increases in organizational, educational, and political contexts in Mexico. However, barriers for aspiring female leaders and gender equity remain. These are the result of stereotypes that associate female leaders with communal behaviors that promote good interpersonal relationships but decrease goal attainment and performance within work teams. It is believed that these work teams typically respond better to traditional "male" leader behaviors. Empirical studies developed under transformational leadership theory refute the claim that female and male leaders behave differently. The universal characteristic of transformational leadership theory makes it appropriate for studies where female and male behaviors are compared, especially with self-report research designs. This study uses one transformational leadership model to compare the self-perceptions of 309 female and male graduate students. The results suggest that both groups perceive their behavior similarly. These results support the conclusions of other studies where gender was not found to moderate transformational leadership.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[Resumo A representação da mulher em posições de liderança incremente em contextos organizacionais, educativos e políticos no México. No entanto, ainda existem barreiras para a inclusão e equidade de gênero para mulheres que aspiram a se desempenhar como líderes. Estas barreiras partem de estereótipos que relacionam os estilos diretivos da mulher como comunais que, embora fomentam o desenvolvimento de relações interpessoais, diminuem o cumprimento de objetivos e o alto desempenho de equipes de trabalho que respondem melhor a estilos gerenciais tradicionalmente relacionados com o gênero masculino. Existem estudos empíricos desenvolvidos com base na teoria de liderança transformacional que desmentem que mulheres e homens atuam diferente em posições de liderança. A característica universal da teoria transformacional de liderança a faz especialmente apropriada para comparar condutas entre grupos de gênero feminino e masculino, especialmente em estudos onde se adota um desenho de auto-reporte. Este estuda utiliza um modelo de liderança transformacional para comparar a autopercepção de 309 estudantes de pós-graduação entre mulheres e homens. Os resultados sugerem que ambos os grupos percebem seu comportamento de maneira similar. Este resultado complementa outros estudos onde se sustenta que o gênero não influi sobre a conduta de líderes transformacionais.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[género]]></kwd>
<kwd lng="es"><![CDATA[liderazgo]]></kwd>
<kwd lng="es"><![CDATA[equidad]]></kwd>
<kwd lng="es"><![CDATA[inclusión]]></kwd>
<kwd lng="en"><![CDATA[gender]]></kwd>
<kwd lng="en"><![CDATA[leadership]]></kwd>
<kwd lng="en"><![CDATA[equity]]></kwd>
<kwd lng="en"><![CDATA[inclusion]]></kwd>
<kwd lng="pt"><![CDATA[gênero]]></kwd>
<kwd lng="pt"><![CDATA[liderança]]></kwd>
<kwd lng="pt"><![CDATA[equidade]]></kwd>
<kwd lng="pt"><![CDATA[inclusão]]></kwd>
</kwd-group>
</article-meta>
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