Leadership Style in Nonprofit Organizations, the Mexican Case
Dra. Cecilia Ramos Estrada, Dra. María Teresa de la Garza Carranza

Abstract
Nonprofit organizations (NGOs) are created by civil society and rely on volunteers who dedicate their efforts to mitigate social problems caused by poverty. Non-profit leaders play asignificant role in the development of the organization, they inspire, motivate, and encourage those who make up the organization, working as drivers of social change. NGO research is a relatively new issue in Latin America, for this reason, information about nonprofits is still limited. This work aims to contribute to the knowledge and understanding of these organizations. This research presents the results obtained from a study of the transformational leadership of managers of nonprofit organizations that rely on volunteers, and that are registered with the State Committee of Patronage and Volunteers of the Government of the State of Guanajuato (CEPAV). The organizations surveyed work with hospitals run by the State Ministry of Health and offer support for the various issues of patients and/or their relatives. The results of this study were analyzed using structural equations through the method of partial least squares and show that the model of transformational leadership is adequate to explain the leadership behavior of managers of third sector organizations that are based on, as already mentioned, volunteer work.

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