Liderazgo destructivo en la transformación digital: estrategias éticas para ponderar la integridad sobre la visibilidad y los resultados

Carlos Santiago-Torner

doi:10.22490/25392786.10739

Vol. 14 Núm. 2 (2025)

Publicado 2025-08-04

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Artículo de Investigación

Liderazgo destructivo en la transformación digital: estrategias éticas para ponderar la integridad sobre la visibilidad y los resultados

DOI: https://doi.org/10.22490/25392786.10739

Carlos Santiago-Torner Universidad de Vic, Universidad Central de Cataluña, España

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Introducción: Esta investigación analítica-crítica examina el papel de los liderazgos destructivos en los procesos de transformación digital, especialmente en entornos híbridos. Más allá de enfoques que idealizan el liderazgo, se estudia cómo los estilos autoritarios, laissez-faire, narcisistas y tóxicos deterioran la salud organizacional, debilitan la legitimidad institucional y amenazan la sostenibilidad del cambio. Metodología: La investigación se fundamenta en un análisis teórico-documental de carácter interpretativo y reflexivo, apoyado en literatura reciente y guiado por un enfoque constructivista y ético propio de las ciencias humanas. Resultados: El estudio evidencia que estos estilos no constituyen simples desviaciones individuales, sino configuraciones estructurales que erosionan las relaciones laborales, fomentan culturas del miedo y restringen la innovación bajo discursos de eficiencia. En consecuencia, su permanencia en los entornos híbridos compromete la viabilidad de la transformación digital, lo que demanda su identificación y desarticulación mediante estrategias de gestión que garanticen procesos de cambio auténticos y sostenibles.

Palabras clave: liderazgo autoritario, liderazgo laissez-faire, liderazgo narcisista, liderazgo tóxico, liderazgo destructivo, transformación digital, estrategias de gestión, salud emocional

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Santiago-Torner, C. (2025). Liderazgo destructivo en la transformación digital: estrategias éticas para ponderar la integridad sobre la visibilidad y los resultados. Revista Estrategia Organizacional, 14(2), 85-114. https://doi.org/10.22490/25392786.10739

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