<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>1727-897X</journal-id>
<journal-title><![CDATA[MediSur]]></journal-title>
<abbrev-journal-title><![CDATA[Medisur]]></abbrev-journal-title>
<issn>1727-897X</issn>
<publisher>
<publisher-name><![CDATA[Universidad de Ciencias Médicas de Cienfuegos, Centro Provincial de Ciencias Médicas, Provincia de Cienfuegos.]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S1727-897X2023000500994</article-id>
<title-group>
<article-title xml:lang="es"><![CDATA[Estilos de liderazgo en profesionales sanitarios peruanos]]></article-title>
<article-title xml:lang="en"><![CDATA[Peruvian health professionals&#8217; leadership styles]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Julián Méndez]]></surname>
<given-names><![CDATA[Franklin Jhony]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Reyes Alfaro]]></surname>
<given-names><![CDATA[Cecilia Elizabeth]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Castillo Saavedra]]></surname>
<given-names><![CDATA[Ericson Félix]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Coronel Vega]]></surname>
<given-names><![CDATA[Verónica Yamilet]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Cabanillas Ñaño]]></surname>
<given-names><![CDATA[Sara Isabel]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Salas Sánchez]]></surname>
<given-names><![CDATA[Rosa María]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Universidad Nacional de Trujillo  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Peru</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Universidad César Vallejo  ]]></institution>
<addr-line><![CDATA[ ]]></addr-line>
<country>Peru</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>10</month>
<year>2023</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>10</month>
<year>2023</year>
</pub-date>
<volume>21</volume>
<numero>5</numero>
<fpage>994</fpage>
<lpage>1000</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_arttext&amp;pid=S1727-897X2023000500994&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_abstract&amp;pid=S1727-897X2023000500994&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://scielo.sld.cu/scielo.php?script=sci_pdf&amp;pid=S1727-897X2023000500994&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="es"><p><![CDATA[RESUMEN  Fundamento: el liderazgo representa un rasgo importante que debe poseer toda persona encargada de dirigir un grupo. Los cambios organizacionales generados en las oficinas farmacéuticas deben ser asumidos mediante un estilo de liderazgo que permita alcanzar los objetivos y metas planteadas, con el fin de asegurar y optimizar la atención sanitaria.  Objetivo: determinar los estilos de liderazgo en profesionales Químico-Farmacéuticos que laboran en establecimientos públicos y privados de la ciudad de Trujillo (Perú).  Métodos: estudio descriptivo de corte transversal que incluyó 94 profesionales colegiados que se desempeñan como directores técnicos. En la recolección de datos se empleó como técnica la encuesta y como instrumento al cuestionario Multifactor Leadership Questionnaire , que constó de 36 preguntas en escala de Likert, distribuidas en tres dimensiones: liderazgo transformacional, transaccional y correctivo/pasivo/evitador.  Resultados: el 82, 9 % de los profesionales laboran como directores técnicos en el sector privado; el 57, 4 % son del género femenino y más del 60 % presentan un nivel alto de liderazgo. Unidos ambos sectores, los estilos de liderazgo transformacional y transaccional de nivel alto estuvieron presente en un 28,7 % y 61, 7 %, respectivamente; el liderazgo correctivo/pasivo/evitador de nivel medio estuvo presente en 72, 3 % de los profesionales. Asimismo, el liderazgo transformacional de nivel alto estuvo presente en 62, 5 % de los que trabajan en el sector público y en 56, 4 % de los del sector privado; el estilo de liderazgo correctivo/pasivo/evitador en un nivel medio estuvo presente en más del 60 % de los profesionales de ambos sectores.  Conclusiones: el estilo de liderazgo más predominante fue el transaccional.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[ABSTRACT  Foundation:  leadership represents an important trait that must be presented by every person in charge of directing a group of people. The organizational changes generated in pharmaceutical offices must be assumed through a leadership style that allows achieving the objectives and goals set, in order to ensure and optimize health care.  Objective:  to determine the Chemist-Pharmaceutical professionals&#8217; leadership styles who work in public and private establishments in the city of Trujillo (Peru).  Methods:  a descriptive cross-sectional study that included 94 collegiate professionals who work as technical directors. In data collection, the survey was used as a technique and the Multifactor Leadership Questionnaire (MLQ) as an instrument, which consisted of 36 questions on a Likert scale, distributed in three dimensions: transformational, transactional, and corrective/avoidant leadership.  Results: 82.9 % of the professionals work as technical directors in the private sector; 57.4 % are female and more than 60 % have a high level of leadership. Together both sectors, the high-level transformational and transactional leadership styles were present in 28.7 % and 61.7 %, respectively; mid-level corrective/passive/avoidant leadership was present in 72.3 % of the professionals. Likewise, high-level transformational leadership was present in 62.5 % of those who work in the public sector and in 56.4 % of those in the private sector; the corrective/passive/avoidant leadership style at a medium level was present in more than 60 % of the professionals in both sectors.  Conclusions:  the most predominant leadership style was transactional.]]></p></abstract>
<kwd-group>
<kwd lng="es"><![CDATA[liderazgo]]></kwd>
<kwd lng="es"><![CDATA[gobernanza]]></kwd>
<kwd lng="en"><![CDATA[leadership]]></kwd>
<kwd lng="en"><![CDATA[health governance]]></kwd>
</kwd-group>
</article-meta>
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