<?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>1909-0455</journal-id>
<journal-title><![CDATA[Producción + Limpia]]></journal-title>
<abbrev-journal-title><![CDATA[Rev. P+L]]></abbrev-journal-title>
<issn>1909-0455</issn>
<publisher>
<publisher-name><![CDATA[Corporación Universitaria Lasallista]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1909-04552018000100043</article-id>
<article-id pub-id-type="doi">10.22507/pml.v13n1a4</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[El liderazgo en la implementación de una cultura ecoeficiente en las organizaciones]]></article-title>
<article-title xml:lang="en"><![CDATA[Leadership in the implementation of an ecoefficiency culture in organizations]]></article-title>
<article-title xml:lang="pt"><![CDATA[Liderança na implementação de uma cultura de ecoeficiente nas organizações]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Zapata-Garza]]></surname>
<given-names><![CDATA[Claudia Gabriela]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Demmler]]></surname>
<given-names><![CDATA[Michael]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Uribe-Urán]]></surname>
<given-names><![CDATA[Adriana Patricia]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad Autónoma de Querétaro Facultad de Contaduría y Administración ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidad Autónoma de Querétaro Facultad de Contaduría y Administración ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<aff id="Af3">
<institution><![CDATA[,Universidad Sergio Arboleda  ]]></institution>
<addr-line><![CDATA[Barranquilla ]]></addr-line>
<country>Colombia</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>06</month>
<year>2018</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>06</month>
<year>2018</year>
</pub-date>
<volume>13</volume>
<numero>1</numero>
<fpage>43</fpage>
<lpage>53</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S1909-04552018000100043&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S1909-04552018000100043&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S1909-04552018000100043&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen  Introducción. El interés por desarrollar este artículo surge por la relevancia que tiene la concienciación de las empresas por eliminar / mitigar los efectos adversos que provocan al medio ambiente.  Objetivo. Identificar la influencia del tipo de liderazgo de las empresas (liderazgo transaccional / transformacional de Bass (1985)) en el involucramiento del personal a una cultura ecoeficiente.  Materiales y métodos. La metodología utilizada es cualitativa con un muestreo intencional por conveniencia, aplicada a través de entrevistas semiestructuradas a los coordinadores o responsables encargados de la ejecución del sistema ISO 14001, Sistema de Gestión Ambiental (SGA). Asimismo, se realizaron encuestas a trabajadores de tres de las ocho empresas, con la finalidad de hacer triangulación como estrategia de integración metodológica. Las organizaciones que forman parte de la investigación pertenecen a los sectores: automotriz, metalmecánico y eléctrico.  Resultados. En las organizaciones que tienen menos tiempo tratando de aplicar una cultura ecoeficiente no se presenta una actitud de compromiso, y en aquellas que, a pesar de tener un tiempo prolongado en su implementación, pero que tienen alta rotación personal, tampoco se presenta un compromiso del trabajador con el medio ambiente; por ende el liderazgo que impera en estas es el transaccional. Las que ya tienen más de ocho años trabajando bajo el sistema ISO 14001 y tienen mínima rotación evidencían mayor entrega, por lo que su liderazgo es transformacional.  Conclusión. Los tipos de liderazgo transaccional y transformacional no son excluyentes, e influyen positivamente en condiciones y períodos diferentes de la implementación del SGA.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[Abstract  Introduction. The interest in developing this article arises from the relevance of companies&#8217; awareness for eliminating / mitigating the adverse effects they cause in the environment.  Objective. Identify the influence of the type of leadership of the companies (transactional / Bass transformational leadership (1985)) in the involvement of workers in an ecoefficient culture.  Materials and methods. The methodology is qualitative and used an intentional convenience sample, applied through semi-structured interviews to the coordinators or managers in charge of the implementation of the ISO 14001 System, Environmental Management System (EMS). Likewise, surveys were conducted with workers from three of the eight companies, in order to triangulate the information as a methodological integration strategy. The investigated organizations belong to the automotive, metal-mechanical and electrical sectors.  Results. Organizations that have tried to applied an coefficient culture for a shorter period of time did not show a commitment attitude. Even though other organizations have implemented the culture for a long time, they did not show workers&#8217; commitment with the environment either, due to high staff turnover. Therefore, the leadership type that prevails in these companies is the transactional leadership. Those who have been working under the ISO 14001 system for more than eight years and have minimal turnover evidenced greater commitment, so their leadership is transformational.  Conclusion. The transactional and transformational types of leadership are not mutually exclusive and have a positive influence on different conditions and periods in the implementation of the EMS.]]></p></abstract>
<abstract abstract-type="short" xml:lang="pt"><p><![CDATA[Resumo  Introdução. O interesse em desenvolver este artigo decorre da relevância que a consciência das empresas tem para eliminar / mitigar os efeitos adversos que causam ao meio ambiente.  Objetivo. Identificar a influência do tipo de liderança das empresas (liderança transacional / transformacional da Bass (1985)) no envolvimento do pessoal numa cultura ecoeficiente.  Materiais e métodos. A metodologia utilizada é qualitativa com amostragem intencional por conveniência, aplicada através de entrevistas semiestruturadas aos coordenadores ou gerentes responsáveis pela implementação do sistema ISO 14001, Sistema de Gestão Ambiental (SGA). Da mesma forma, foram realizadas pesquisas sobre trabalhadores de três das oito empresas, a fim de triangular como estratégia de integração metodológica. As organizações que fazem parte da pesquisa pertencem aos setores automotivo, metalúrgico e elétrico.  Resultados. Nas organizações que têm menos tempo tentando aplicar uma cultura ecoeficiente, não há compromisso e naqueles que apesar de terem muito tempo em sua implementação, mas que têm um alto volume de negócios pessoal, eles também não se apresentam. O compromisso do trabalhador com o meio ambiente, portanto, a liderança que prevalece nestes, é a liderança transacional. Aqueles que trabalharam no sistema ISO 14001 por mais de oito anos e têm um volume de negócios mínimo, evidenciaram uma maior entrega, de modo que sua liderança é transformacional.  Conclusão. Os tipos de liderança transacional e de transformação não são exclusivos e têm uma influência positiva em diferentes condições e períodos de implementação do EMS.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[liderazgo]]></kwd>
<kwd lng="es"><![CDATA[cultura organizacional]]></kwd>
<kwd lng="es"><![CDATA[sostenibilidad]]></kwd>
<kwd lng="es"><![CDATA[ecoeficiencia]]></kwd>
<kwd lng="en"><![CDATA[leadership]]></kwd>
<kwd lng="en"><![CDATA[organizational culture]]></kwd>
<kwd lng="en"><![CDATA[sustainability]]></kwd>
<kwd lng="en"><![CDATA[ecoefficiency]]></kwd>
<kwd lng="pt"><![CDATA[liderança]]></kwd>
<kwd lng="pt"><![CDATA[cultura organizacional]]></kwd>
<kwd lng="pt"><![CDATA[sustentabilidade]]></kwd>
<kwd lng="pt"><![CDATA[ecoeficiência]]></kwd>
</kwd-group>
</article-meta>
</front><back>
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