Leadership strategies in the management of organizational change in the Guaranda-salud district directorate

Abstract

This article explored how leadership strategies influenced organizational change management within the District Health Directorate of Guaranda. The purpose of the study was to examine the impact of these strategies on the effectiveness and sustainability of change within a public health institution. A quantitative approach was used, employing surveys directed at employees from various areas and levels of experience within the organization. This method allowed us to capture a variety of perspectives and to detect patterns in the response to change as a function of work context and seniority in the institution. The findings showed that the most common leadership strategies were participative, focused on supporting and including employees, thus facilitating adaptation to change. However, the research also highlighted the need for greater involvement of all areas of the organization, especially those with lower participation, to achieve a completer and more balanced implementation. In conclusion, the study emphasized that inclusive and flexible leadership is essential to effectively manage the challenges associated with organizational change processes.