Leadership Styles and Their Influence on Learning Culture and Dynamic Capacity in Nonprofit Organizations
Author(s)
Elizabeth Emperatriz García-Salirrosas
Miluska Villar-Guevara
Date Issued
15 de agosto de 2025
Type
Article
Volume
15
Issue
8
Start Page
320
End Page
320
Abstract
Leadership is a key element in diverse working environments, contributing to the construction of more competitive and efficient institutions. Its impact transcends different sectors, including non-profit organizations, where it is essential to improve management and achieve institutional objectives. This research aimed to analyze whether leadership styles influence learning culture and dynamic capacity. An explanatory study was carried out involving 300 workers from nine Latin American countries who declared that they carried out work activities in a non-profit institution, aged between 19 and 68 years old (M = 34.10 and SD = 8.88). They were recruited through non-probabilistic sampling for convenience. The theoretical model was evaluated using the Partial Least Squares Structural Equation Model (PLS-SEM). A measurement model with adequate fit was obtained (α = between 0.909 and 0.955; CR = between 0.912 and 0.956; AVE = 0.650 and 0.923). Based on the results, it was observed that there was a positive impact of servant leadership on learning culture (β = 0.292), of empowering leadership on learning culture (β = 0.189), and of shared leadership on learning culture (β = 0.360). Likewise, there was a positive impact of culture of learning on dynamic capacity (β = 0.701). This research provides valuable insight for leaders in this sector who are seeking to achieve higher levels of learning culture and increase dynamic capability among their workers.