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Abstract

The objective is to identify the leadership styles that have allowed corporate social responsibility (CSR) to be incorporated into Sonoran table grape producing organizations. The research was developed through a descriptive transversal design, through the application of a questionnaire to managers of grape producing organizations. The results show that it is the transformational and transactional leaderships that allow higher levels of CSR, coinciding with the literature review, in that these styles contribute to comply with these environmental and social principles imposed as new market demands.

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