INCIDENCE OF ASSOCIATIVITY IN THE TRANSFORMATIONAL LEADERSHIP
DOI:
https://doi.org/10.56124/tj.v7i15ep.002Keywords:
Associativity, organizational strengthening, transformational leadershipAbstract
The low level of associativity in organizations hinders transformational leadership by restricting the sense of belonging and commitment among members, affecting communication, adaptability to challenges, and the implementation of effective strategies, thereby reducing motivation and hindering the development of effective leaders. This research aims to analyze how associativity influences transformational leadership in the Association of Agroecological Producers of Azuay (APA Azuay), to identify effective collaborative practices that strengthen the organization. A correlational and non-experimental approach was employed, combining exploratory and descriptive-explanatory case analysis. A mixed methodology (quantitative and qualitative) used surveys and semi-structured interviews, with data analyzed using SPSS and Atlas.ti. Results show that APA Azuay exhibits a high level of associativity (71.16%), particularly strong in decision-making and community responsibility, correlating significantly with increased transformational leadership practices (ρ = 0.471, p = 0.004). Collaborative practices reinforce this leadership, despite facing resistance to change and resource limitations that constrain development. It is concluded that enhancing associativity strengthens transformational leadership in APA Azuay, promoting an inclusive, adaptable, and effective organizational environment, fostering internal cohesion, trust, and a collaborative, participatory culture that empowers leaders and drives innovation towards strategic objectives of the association
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