Measuring Leadership Through CELID-S: A Contemporary Perspective

This research work analyzed the prevailing style of contemporary leadership existing in middle management leaders and the influence on the satisfaction of the employees of a company in the pharmaceutical sector dedicated to the development, manufacture, and commercialization of medicines for human consumption. The predominance of the transformational style was diagnosed through the application of the leadership styles questionnaires (CELID-S) developed by Castro et al. (2004), with a high level in its dimension of charisma, and the general satisfaction of workers with the transformational leadership style considering the intrinsic and extrinsic dimensions, through the Warr, Cook, and Wall Job Satisfaction scale instrument, Spanish version and adapted by Pérez-Bilbao and Fidalgo (1995), called NTP 394:Satisfacción laboral: escala general de satisfacción. A mixed research approach was used, that is, quantitative and qualitative for the data collection through surveys of subordinate workers of the middle managers of the industrial plant and a diagnostic interview of the senior manager. The research carried out was of a descriptive correlational type with a cross-sectional approach and sought to identify the relationship between the two research variables "transformational leadership and general satisfaction" raised in the research hypotheses. The Office Excel tool and the IBM SPSS software were used to process and analyze the data. Pearson’s relationship coefficient model was applied to measure the relationship between the variables under study, which shows a significant relationship between transformational leadership and general satisfaction. The proposal is based on a transformational leadership training and coaching plan for middle management that allows establishing this leadership model as predominant in all area leaders to homogenize their administration and achieve high levels of job satisfaction that allow them to respond in an effective transition to disruptive change in which the organization finds itself.