<?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>2007-0705</journal-id>
<journal-title><![CDATA[Nova scientia]]></journal-title>
<abbrev-journal-title><![CDATA[Nova scientia]]></abbrev-journal-title>
<issn>2007-0705</issn>
<publisher>
<publisher-name><![CDATA[Universidad de La Salle Bajío A. C., Coordinación de Investigación]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S2007-07052021000100117</article-id>
<article-id pub-id-type="doi">10.21640/ns.v13i26.2682</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[El liderazgo y su relación con la cultura organizacional en las pequeñas y medianas empresas familiares de Ciudad Obregón, Sonora]]></article-title>
<article-title xml:lang="en"><![CDATA[Leadership and its relationship with the organizational culture in small and medium sized family businesses in Ciudad Obregon, Sonora]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Palafox-Soto]]></surname>
<given-names><![CDATA[María Olivia]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Ochoa-Jiménez]]></surname>
<given-names><![CDATA[Sergio]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Jacobo-Hernández]]></surname>
<given-names><![CDATA[Carlos Armando]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Instituto Tecnológico de Sonora  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Mexico</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>00</month>
<year>2021</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>00</month>
<year>2021</year>
</pub-date>
<volume>13</volume>
<numero>26</numero>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_arttext&amp;pid=S2007-07052021000100117&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_abstract&amp;pid=S2007-07052021000100117&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.mx/scielo.php?script=sci_pdf&amp;pid=S2007-07052021000100117&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[Resumen:  Introducción:  Las empresas familiares son consideradas de gran importancia gracias al potencial que ofrecen en aspectos de rentabilidad y productividad a nivel mundial, sin embargo, presentan problemas en su gestión, cultura y liderazgo; por ello el objetivo del presente trabajo analizar los estilos de liderazgo (autocrático, democrático, de consulta y participativo) en relación con los tipos de cultura (clan, adhocrática, mercado y jerárquica), con el fin de identificar cómo se relacionan estos dos aspectos y lograr que las empresas familiares continúen aportando a la economía, siendo rentables, favoreciendo su permanencia y demostrando lo fundamental que son.  Método:  Se realizó un estudio cuantitativo, transversal, a través de un cuestionario con 26 preguntas enfocadas a la cultura organizacional basado en Cameron y Quinn, así como diversos estilos de liderazgo expuestos por Hofstede; mismo que se aplicó a 156 informantes, cuyo análisis de información fue llevada a cabo por medio de un análisis de regresión logística multinomial en el programa SPSS versión 25.  Resultados:  Se encontró que en las empresas familiares es más probable que exista cualquier otro tipo de liderazgo sobre el autocrático. Asimismo, al relacionar el tipo de cultura con el liderazgo, se evidencia que en una cultura tipo clan es más probable que se ejerza un liderazgo democrático que uno autocrático, además, cuando prevalece una cultura tipo mercado es más probable que exista un liderazgo participativo que uno autocrático, en contraparte, en una empresa con cultura jerárquica, es más probable que exista un liderazgo autocrático que cualquiera de los otros.  Discusión o Conclusión:  Tanto el liderazgo como la cultura organizacional se relacionan entre sí, y son prueba de que las empresas sean de carácter familiar o no, pueden seguir subsistiendo con un futuro prometedor si buscan centrar sus esfuerzos en mejorar la relación entre estos dos aspectos; además, cabe resaltar que esta es una de las escazas investigaciones realizadas en empresas de carácter familiar con el método utilizado en la presente.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[  Abstract:   Introduction:  Family businesses are considered of great importance thanks to the potential they offer in aspects of profitability and productivity at a global level; however, they present problems in their management, culture, leadership, among others. It is fundamental to analyze the leadership styles (autocratic, democratic, consultative, and participatory) in relation to the types of culture (clan, adhocratic, market, and hierarchical) in order to identify how these are related, and to ensure that family businesses continue to contribute to the economy, being profitable, favoring their permanence and demonstrating how fundamental they are.  Method:  A quantitative, transversal study was carried out through a questionnaire with 26 questions focused on the organizational culture based on Cameron and Quinn, as well as diverse leadership styles exposed by Hofstede; this was applied to 156 informants, whose information analysis was carried out through a multinomial logistic regression analysis in software SPSS version 25.  Results:  It was found that in family businesses any other type of leadership over the autocratic is more likely to exist; likewise, when relating the type of culture with leadership, it is evident that in a clan-type culture it is more likely that democratic leadership is exercised than autocratic leadership. When a market-type culture prevails, it is more likely that participatory leadership exists than autocratic leadership; in contrast, in a company with a hierarchical culture, autocratic leadership is more likely than any of the others.  Discussion or Conclusion: Both leadership and organizational culture are related to each other, and are proof that companies, whether they are family-owned or not, can continue to subsist with a promising future if they seek to focus their efforts on improving the relationship between these two aspects; furthermore, it should be noted that this is one of the few research carried out in family-owned companies with the utilized method in the present one.]]></p></abstract>
<kwd-group>
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<kwd lng="es"><![CDATA[empresa familiar]]></kwd>
<kwd lng="es"><![CDATA[cultura organizacional]]></kwd>
<kwd lng="es"><![CDATA[negocios]]></kwd>
<kwd lng="en"><![CDATA[leadership]]></kwd>
<kwd lng="en"><![CDATA[organizations]]></kwd>
<kwd lng="en"><![CDATA[family business]]></kwd>
<kwd lng="en"><![CDATA[organizational culture]]></kwd>
<kwd lng="en"><![CDATA[business]]></kwd>
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</article-meta>
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