Desarrollo y validación psicométrica de la Escala de Falso Liderazgo (FLS-13): la discrepancia entre la imagen directiva proyectada y las conductas percibidas
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https://doi.org/10.69639/arandu.v13i3.2482Palabras clave:
liderazgo destructivo, liderazgo tóxico, liderazgo oscuro, falso liderazgo, organizacionesResumen
El liderazgo destructivo constituye un riesgo psicosocial relevante para las organizaciones; sin embargo, existen limitaciones para evaluar la discrepancia entre la imagen directiva proyectada y las conductas percibidas por los colaboradores. El objetivo fue desarrollar la False Leadership Scale (FLS-13) y obtener evidencias de su validez y confiabilidad. Se realizó un estudio instrumental en dos fases independientes. En la fase exploratoria participaron 56 profesionales, quienes evaluaron la validez de contenido, la estructura factorial y la consistencia interna del instrumento. Posteriormente, se efectuó un análisis factorial confirmatorio (AFC) con una muestra independiente de 158 participantes.
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Derechos de autor 2026 Alexander Rudy Ayala Huamán, Mervin Ediana De Souza Cañari
Esta obra está bajo una licencia internacional Creative Commons Atribución 4.0.
