Four leadership models and their effects on distributed

• Published in: Cuadernos de administración (Cali, Colombia) Colombia), 2024-01, Vol.40 (78), p.1
• Main Authors: Restrepo, Andres Felipe Alzate, Marin, Andres Felipe Ayala, Cadavid, Claudia Rosa Cordoba
• Format: Article
• Language: Spanish
• Subjects: Beliefs, opinions and attitudes; Employees; Epidemics; Leadership
• ISSN: 0120-4645
• DOI: 10.25100/cdea.v40i78.12999

The worldwide consequences generated by the Covid-19 pandemic accelerated and changed the way of working as people were abruptly led away from face-to-face interaction with their leaders. Therefore, the global situation forced organizations to review their leadership models seeking to adjust them to the new or rushed forms of distributed work. For this reason, four of the most solid and widely used leadership models are explained, and the definitions of distributed work and its associated variables are reviewed to finally explain the influence found in these models on the new forms of work. The method that was used for the preparation of this work was based on a systematic review from results of research to what and found evidence regarding the relationship between these two variables. Leadership in distributed groups have shown an impact that has progressively increased both in terms of trends, evolution, and models. It was identified that FRL and situational models have effects on distributed workers because they facilitate commitment, goal achievement, and the engagement of collaborators. It is necessary to go deeper into the study of the other models with the aim of empirically verifying the effects they have on distributed work.