Examining Leadership Styles in Academic Leaders: A Case Study of a University in Bogotá, Colombia.

This article examines the leadership strategies of academic leaders at a higher education institution (HEI) in Bogotá, Colombia, using the Multifactor Leadership Questionnaire (MLQ-5X) to assess transactional and transformational leadership styles as perceived by 162 collaborators and teachers. Findings indicate that while leaders exhibit both styles, transactional leadership—particularly the contingent reward behavior—is more prevalent across the institution, with transformational leadership behaviors like individualized consideration less developed. Cluster analysis grouped leaders by behavioral similarities, highlighting two leaders with higher transformational traits who spend less time physically present at the university. The study underscores the importance of understanding leadership dynamics in HEIs to inform strategies that enhance educational quality, teacher development, and organizational climate.