Liderazgo y el cumplimiento de metas del personal del restaurante
Rancho Nápoles del cantón Rocafuerte
J. Manage. Hum. Resour. (July - December 2024) 2(2): 8-15
https://doi.org/10.5281/zenodo.15354449
ISSN: XXXX-XXXX
ORIGINAL ARTICLE
Leadership and goal achievement of the staff at Rancho Nápoles
restaurant in Rocafuerte canton
Adela J. Santos
Rancho Nápoles, Cantón Rocafuerte, Manabí, Ecuador.
Received: 24 February 2024 / Accepted: 18 May 2024 / Published online: 21 July 2024
© The Author(s) 2024
Adela J. Santos
1
·
Josenka M. Triviño
1
·
Luis E. Luque
2
Abstract This research was conducted to determine
whether there is a relationship between leadership and goal
achievement at Restaurante Rancho Nápoles in the Ro-
cafuerte canton. The study followed a mixed-methods ap-
proach (quantitative and qualitative), with a non-experimen-
tal, descriptive, documentary, analytical, and cross-sectional
design. Interviews and surveys were instruments, and data
were processed using Excel. The results showed the pres-
ence of various leadership styles: authoritarian, democratic,
charismatic, transformational, and laissez-faire. Each style
aects motivation, group cohesion, and organizational per-
formance dierently. Authoritarian leadership limits partic-
ipation, while democratic and transformational styles en-
courage collaboration and team development. Charismatic
leadership is motivated by the leader’s personality, and lais-
sez-faire grants autonomy, which can lead to disorganization
if not correctly managed. The study concludes a signicant
correlation between the leadership style applied and achiev-
ing goals, highlighting the importance of eective leadership
management to improve organizational outcomes in this type
of business.
Keywords leadership, goal achievement, leadership styles,
work motivation, organizational performance.
Resumen Esta investigación se realizó para determinar si
existe relación entre el liderazgo y el cumplimiento de metas
en el Restaurante Rancho Nápoles del cantón Rocafuerte.
El estudio fue de enfoque mixto (cuantitativo y cualitativo),
con un diseño no experimental, de tipo descriptivo, docu-
mental, analítico y transversal. Se aplicaron entrevistas y
encuestas como instrumentos, y los datos fueron procesa-
dos en Excel. Los resultados evidenciaron la presencia de
varios estilos de liderazgo: autoritario, democrático, caris-
mático, transformacional y laissez-faire. Cada uno inuye
de manera distinta en la motivación, cohesión del grupo y
desempeño organizacional. El liderazgo autoritario tiende
a limitar la participación, mientras que el democrático y el
transformacional promueven la colaboración y el desarrollo
del equipo. El liderazgo carismático motiva por la persona-
lidad del líder, y el laissez-faire otorga autonomía, aunque
puede generar desorganización si no se aplica con criterio.
Se concluye que existe una correlación signicativa entre el
estilo de liderazgo aplicado y el cumplimiento de metas, lo
que resalta la importancia de una gestión adecuada del lide-
razgo para mejorar los resultados organizacionales en este
tipo de negocios.
Palabras clave liderazgo, cumplimiento de metas, estilos de
liderazgo, motivación laboral y desempeño organizacional.
How to cite
Santos, A. J., Triviño, J. M., & Luque, L. E. (2024). Leadership and goal achievement of the sta at Rancho Napoles restaurant in Rocafuerte canton. Journal
of Management and Human Resources, 2(2), 8-15. https://doi.org/10.5281/zenodo.15354449
1
Rancho Nápoles, Cantón Rocafuerte, Manabí, Ecuador.
2
Color Express, Portoviejo, Manabí, Ecuador.
J. Manage. Hum. Resour. (July - December 2024) 2(2): 8-159
Introduction
Companies must have a person who manifests ethical and
moral values and a sense of collaboration for their company;
this person is known as a leader, and these same people achie-
ve the success of their organizations (Herrera et al., 2017).
Leadership involves the use of the skills and characteristics
of a leader to inuence other people and meet the goals set
(Geraldo et al., 2020). On the other hand, the fulllment of
goals, according to Rojas (2019), is based on the denition
of a deadline or stage of completion of an activity; it tries to
have achievable and tangible goals, which generates a sig-
nicant challenge in the process of achieving said activity.
In other words, leadership is vital to the survival of any
organization. It provides the direction, motivation, deci-
sion-making, and crisis management necessary to face the
challenges of the business environment and achieve goals.
This research paper is based on the fundamental need to
analyze the importance of leadership and its inuence on the
sta of the Rancho Nápoles restaurant in Rocafuerte Canton
in achieving goals.
Leadership is considered globally an essential and funda-
mental element because, as Alatrista (2020) indicates, em-
ployees are required to establish a solid relationship with
the company and with their leader. This relationship must
be based on trust and mutual respect, which will facilitate
workers’ commitment and eort (Alatrista, 2020). Trust and
respect are the basis for building a relationship between em-
ployees and the company, which can foster a positive and
productive work environment.
Peláez (2021) observes that leadership today demands
more than just adherence to conventional organizational
traits like specialization and productivity. In his study in
Madrid, Spain, he highlights a shift toward embracing inno-
vative approaches to development, governance, and cultiva-
ting new skills and competencies. These emerging strategies
aim to enhance leaders’ ability to support and empower their
teams, ultimately contributing to employee growth, organi-
zational well-being, and sustained competitiveness in a dy-
namic business environment.
In the current global scenario, companies are forced to
pay attention to leadership. Romero et al. (2021) comment
that, in Mexico, it is important for companies to implement
eective leadership programs, as they need their employees
to contribute to achieving organizational objectives. Lea-
dership is also fostered through personal growth and can be
cultivated in every organization member. In short, a focus
on leadership and its personalized development emerges as
a fundamental element for the progress and competitiveness
of companies in the current scenario.
Leadership and goal achievement are fundamental to a
company’s progress. Peláez (2021) indicates that when an
organization’s culture promotes achieving goals and objec-
tives, it motivates employees to achieve results that exceed
their expectations. On the other hand, Lugo (2016) indicates
that leaders are an essential part of business development
and are not limited to hierarchical positions. Being part of
work groups can signicantly change tasks, inuencing peo-
ple and the organization’s overall results. Based on the abo-
ve, this research aims to analyze the relationship between
leadership and goal achievement at the Rancho Nápoles Res-
taurant in the Rocafuerte canton.
Methodology
The present study adopts a mixed-methods approach, inte-
grating qualitative and quantitative elements to examine the
leadership practices at the Rancho Nápoles Restaurant. This
methodology combines the strengths of each approach whi-
le mitigating their limitations (Delgado et al., 2018). Quan-
titative data will be obtained through Likert-scale surveys
administered to all 40 employees, as the entire population is
accessible and no sampling is required (Arias, 2012; Esca-
lante, 2017). These data will undergo statistical processing
and analysis, using tools such as Cronbach’s alpha to ensure
reliability.
Qualitative data will be collected through semi-structured
interviews with employees at various hierarchical levels, ai-
ming to understand the inuence of leadership on goal achie-
vement (Escalante, 2017). The study employs a non-experi-
mental, cross-sectional design, observing variables in their
natural setting without manipulation and collecting data at a
single point (Radhakrishnan, 2013; Huarie, 2019).
Research techniques include interviews and surveys, with
instruments such as questionnaires, audio recordings, and
photographs to support data collection (Arias, 2012). The
analysis will incorporate descriptive, documentary, analyti-
cal, and statistical methods to interpret both primary and
secondary data, ensuring a comprehensive understanding of
the role of leadership in organizational performance (García
& García, 2012; Burgos et al., 2021).
Results and discussion
Next, we will examine the results of the data collection
techniques used in this study. First, we will examine the re-
sults of the surveys administered to Rancho Nápoles sta
regarding leadership and achieving restaurant goals.
J. Manage. Hum. Resour. (July - December 2024) 2(2): 8-15 10
Within this context, the questions posed to Rancho Nápoles
sta to better understand the leadership and goal-achieve-
ment variables will be presented. Twelve questions pertain
to the former and 10 to the latter. Dimensions such as au-
thoritarian, democratic, bureaucratic, charismatic, trans-
formational, and laissez-faire leadership were assessed, as
well as dimensions of David McClelland’s needs theory and
two-factor theory.
Figure 1. Authoritarian leadership dimension.
Regarding the rst question, the majority of respondents
(60%) disagree that the leader imposes his ideas without
considering the opinions of others, either because they dis-
agree (30%) or strongly disagree (30%). This suggests that
the leader considers the team’s opinions when making deci-
sions. However, 15% strongly agree with the statement, in-
dicating that the leader sometimes imposes his ideas without
considering others.
In the second question, most respondents (90%) (20% +
%70) agreed or strongly agreed that the leader maintains
strict control over the team’s tasks and activities. This indi-
cates that authoritarian leadership manifests itself primarily
in a high level of control and supervision by the leader. Only
5% disagreed with this statement, suggesting that the leader
does not delegate responsibilities or grant autonomy to the
team.
In summary, the analysis of the two questions shows that
authoritarian leadership is characterized more by strict con-
trol of activities than by imposing ideas without considering
others. Although most people do not perceive the leader as
completely ignoring the team’s opinions, there is a tendency
toward a directive and controlling leadership style.
Regarding the rst question, there is a positive consensus,
as 76% of respondents (38% + 38%) feel optimistic about
the team’s participation in decision-making. This suggests
that most team members perceive that the leader promotes a
participatory environment. On the other hand, 12% remain
neutral, and another 12% disagree. This indicates that a
small group may be dissatised with the level of participa-
tion, which could be an area for improvement for the leader.
Figure 2. Democratic leadership dimension.
In the second question of this dimension, 88% of respon-
dents (63% + 35%) feel positive about the delegation of re-
sponsibilities. This is a strong indicator that the leader ex-
cellently empowers team members, which is fundamental to
democratic leadership. As with the rst question, 12% dis-
agree with this question. This percentage is consistent with
the rst question, suggesting that there is a group that could
benet from greater clarity in responsibilities and empow-
erment. In summary, the results indicate that the leader has
a mostly positive approach to participation and delegation,
which is fundamental to eective democratic leadership. It
is important to address the concerns of the 12% who feel
neutral or disagree.
Figure 3. Bureaucratic leadership dimension.
In the rst question of the bureaucratic leadership dimen-
sion, 63% of respondents (25% + 38%) favor the leader’s
adherence to established policies and procedures, suggest-
ing that most perceive leadership as following organization-
al guidelines. A further 25% of respondents remain neutral,
which could indicate that some have no clear opinion or
have observed mixed behaviors in the leader. Only 12% of
respondents disagree, which is a relatively low percentage
and could indicate that bureaucratic leadership is generally
accepted in this dimension.
In short, the leader appears to be viewed as someone who
adheres to policies and procedures, which can be positive in
an environment that values structure and regulation. Howev-
J. Manage. Hum. Resour. (July - December 2024) 2(2): 8-1511
er, the neutrality of a quarter of respondents suggests there
is room for improvement in the perception of leadership in
this regard.
In the second question, 86% of respondents (48% + 38%)
agree that the leader emphasizes compliance with rules and
regulations. This shows a strong alignment with the princi-
ples of bureaucratic leadership, which focuses on adherence
to rules. Only 14% remain neutral, indicating that the major-
ity has a strong opinion about the leader’s approach to rules.
Leadership in this dimension is highly valued. There is a
strong emphasis on compliance with rules, which can con-
tribute to a more organized and predictable work environ-
ment. The absence of negative responses reinforces the lead-
er’s positive perception.
Figure 4. Charismatic leadership dimension.
In the rst question on the charismatic leadership dimen-
sion, 38% of respondents strongly agreed, 42% agreed, 12%
were neutral, and 8% disagreed. This indicates that most
team members (80%) perceive that their leader inspires and
motivates them with their vision and enthusiasm. However,
12% remained neutral and 8% disagreed, suggesting room
for improvement.
In this second question, 65% of respondents strongly
agreed, 13% agreed, and 22% were neutral. These results
show that a large portion of the team (78%) believes their
leader can generate a strong emotional bond with them.
However, 22% remained neutral, indicating that there is still
room to strengthen these emotional bonds.
In summary, the results suggest that the leader has a good
level of charisma and the ability to inspire and motivate his
team and generate emotional bonds. However, a few mem-
bers do not perceive these aspects positively, so improving
the connection with the entire team would be advisable.
In the rst question on the transformational leadership di-
mension, 88% of respondents (28% + 60%) favor the lead-
er’s ability to stimulate the team intellectually. This indicates
that the majority perceives the leader as fostering an envi-
ronment conducive to creativity and innovation. The 12%
neutral responses suggest that a small group has no clear
opinion. This could indicate a need for deeper communica-
tion about innovation and creativity initiatives.
Figure 5. Transformational leadership dimension.
In the second question, 88% of respondents also expressed
positive opinions regarding the leader’s ability to inspire the
team. This is a positive indication that leadership is aligned
with organizational goals.
In summary, the perception of transformational leadership
is positive, with a high percentage of favorable responses to
both questions. However, team members’ perceptions of in-
tellectual stimulation and inspiration toward organizational
goals could be improved.
Figure 6. Laissez Faire leadership dimension.
In the rst question of the laissez-faire leadership dimen-
sion, the majority of respondents (47%) (45% + 2%) do not
believe that the leader intellectually stimulates the team and
fosters creativity and innovation, as they responded “dis-
agree” or “strongly disagree.” This suggests that the leader
could improve in this area.
In the second question, the majority (50%) of respondents
(45% + 5%) believe that the leader is unable to inspire the
team to go beyond their interests for the sake of organiza-
tional goals, as they responded “disagree” or “strongly dis-
agree”. This indicates that the leader needs to improve his
or her ability to inspire and motivate the team to achieve
organizational goals. The results suggest that the leader has
J. Manage. Hum. Resour. (July - December 2024) 2(2): 8-15 12
room for improvement in intellectually stimulating the team
and inspiring them to achieve organizational goals. Work-
ing on these aspects could strengthen his or her laissez-faire
leadership style.
Figure 7. Dimension theory of need: David McClelland.
The rst question in David McClelland’s need theories di-
mension shows a high need for achievement among respon-
dents, as the majority feel satised when achieving goals,
which indicates motivation for success and personal im-
provement. The high proportion of “strongly agree” (68%)
and “agree” (22%) responses suggests that most respondents
feel intense satisfaction when achieving goals in their work.
This indicates a predominance of the need for achievement,
which, according to McClelland, is characterized by the
search for challenges and the desire to be recognized for
achievements.
In the second question, 55% of respondents strongly agree
that their job allows them to develop their full potential,
while 20% disagree. This suggests that the majority (75%)
feel their job provides them with opportunities to reach their
full potential. However, the 25% who responded “neutral”
may be an area for improvement for the organization, as it is
important that all employees feel they have opportunities for
growth and development in their jobs.
In the third question, 100% of respondents (75% strongly
agreed + 25% agreed) identied with pride in overcoming
challenges. This indicates that the majority of employees
in the workplace value achievement and personal improve-
ment. This feeling of pride is an indicator that individuals
value success. This phenomenon reects individuals’ intrin-
sic motivation and positively impacts job performance and
organizational culture. The table reveals that the need for
achievement is a signicant motivation for employees in the
workplace.
In the fourth question, 95% of respondents (70% strongly
agreed + 25% agreed) feel that their job provides them with
signicant independence and control. This suggests a posi-
tive work environment that fosters autonomy, a key factor
for motivation and job satisfaction. Furthermore, it should be
noted that only 5% of respondents were neutral, indicating
that almost all employees have a clear opinion about their
level of control at work. This could reect an organizational
culture that prioritizes autonomy.
In the fth question, 72% of “strongly agree” responses
indicate a strong sense of condence and motivation among
respondents to assume responsibilities. This suggests that
most participants feel empowered and willing to face chal-
lenges, a positive indicator of a work or educational environ-
ment fostering personal and professional growth. Only 8%
of neutral responses suggest little ambivalence regarding the
ability to assume responsibilities. This may indicate that re-
spondents perceive their abilities and do not feel indecisive
about their ability to face challenges. In summary, the results
of this question reect a strong sense of self-ecacy and mo-
tivation among respondents to assume responsibilities and
face challenges. Leveraging this tendency can be key to de-
veloping an environment that fosters individual growth and
contributes to the organization’s success.
Figure 8. Dimension two-factor theory.
In the rst question of the two-factor theory dimension,
most respondents (86%) (63% + 23%) feel their work is val-
ued and recognized, a positive indicator of intrinsic moti-
vation. However, the 14% who remain neutral could see an
opportunity to improve communication and recognition in
the workplace. Superiors must implement strategies to in-
crease the perception of recognition; it can directly inuence
job satisfaction and talent retention.
In the second question, 93% (26% + 68%) of respondents
feel positive about the feedback they receive, suggesting a
relatively eective performance appraisal system. However,
the low percentage of those who remain neutral (7%) could
indicate room for improvement in the quality or frequency
of feedback. Regular feedback sessions could help increase
employees’ perception of support and professional develop-
ment.
In the third question, 88% (33% + 55%) of respondents be-
lieve a positive working environment and collaboration are
J. Manage. Hum. Resour. (July - December 2024) 2(2): 8-1513
encouraging signs of a positive work environment. However,
12% of respondents declared themselves neutral, which may
cause concern. This may indicate that some employees do
not feel fully integrated or have a less positive work expe-
rience. Neutrality can signify disinterest or a lack of con-
nection with the team. In short, although most employees
perceive a positive work environment, it is important not to
ignore those who feel neutral. Implementing strategies to
improve integration and collaboration can lead to an even
healthier and more productive work environment.
In the fourth question, a remarkable 100% of respondents
feel they can count on the support of their colleagues and
superiors, which is essential for a healthy and productive
work environment. This high level of support can contrib-
ute to team resilience and improved performance. However,
it is important to continue fostering an environment where
everyone feels comfortable requesting and oering support.
In the fth question, 100% of respondents considered in-
terpersonal relationships at work to be positive and construc-
tive. This is an exceptional result that suggests a harmonious
work environment. However, it is crucial to maintain and
strengthen these relationships through personal and profes-
sional development activities and fostering open communi-
cation.
Part of the results is analyzing the relationship between
the two variables, considering that the data was collected
through surveys.
Evaluation is a statistical measure that shows the relation-
ship and strength of the link between two variables. It is ex-
pressed by the Pearson correlation coecient, which ranges
from -1 to 1. Its interpretation is as follows:
a=1: Perfect positive correlation; as one variable increases,
the other also increases in the same proportion.
a> zero and a<1: Positive correlation; as one variable in-
creases, the other also tends to increase.
a=0: There is no compensation or linear relationship be-
tween the variables.
a<0 and a>−1: Negative correlation; As one variable in-
creases, the other tends to decrease.
a=−1: Perfect negative correlation; as one variable increas-
es, the other decreases in the same proportion.
In the context of the research on the Rancho Nápoles
Restaurant, the evaluation of the variables “leadership” and
“goal achievement” would allow us to analyze whether lead-
ership style and quality are associated with the level of goal
achievement by sta.
After applying the formula, the score is 0.65. This value
indicates a moderately positive relationship between leader-
ship and goal achievement. As the perception of good leader-
ship increases (for example, a democratic or transformation-
al leadership style), goal achievement also tends to improve.
Although not a perfect relationship, this result suggests
that leadership signicantly impacts how restaurant em-
ployees achieve their goals. Leaders who foster motivation,
open communication, and recognition create an environment
where employees feel more motivated and work better to-
ward achieving established goals.
Conclusions
At Rancho Nápoles Restaurant, various leadership
styles—authoritarian, democratic, charismatic, transforma-
tional, and laissez-faire—shape team dynamics and inuen-
ce goal achievement. The organizational culture emphasizes
personal growth and goal attainment, with most employees
showing strong commitment and motivation. A positive co-
rrelation exists between participative leadership and enhan-
ced performance, while authoritarian or hands-o styles may
hinder creativity and initiative. Team support and collabora-
tion are also vital to overall success. To strengthen leadership
and goal achievement, the restaurant has proposed measures
such as fostering team participation, implementing recogni-
tion systems, oering professional development, clarifying
roles, and promoting social activities to enhance cohesion.
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Conicts of interest
The authors declare that they have no conicts of interest.
Author contributions
Conceptualization: Santos, A. J., & Luque, L. E. Data
curation: Santos, A. J., Triviño, J. M., & Luque, L. E. For-
mal analysis: Santos, A. J., Triviño, J. M., & Luque, L.
E. Research: Santos, A. J., Triviño, J. M., & Luque, L. E.
Methodology: Santos, A. J., Triviño, J. M., & Luque, L. E.
Supervision: Santos, A. J., & Triviño, J. M. Validation:
J. Manage. Hum. Resour. (July - December 2024) 2(2): 8-1515
Santos, A. J., Triviño, J. M., & Luque, L. E. Visualization:
Santos, A. J., Triviño, J. M., & Luque, L. E. Writing the ori-
ginal draft: Triviño, J. M., & Luque, L. E. Writing, review
and editing: Santos, A. J., & Triviño, J. M.
Data availability statement
The datasets used and/or analyzed during the current study
are available from the corresponding author on reasonable
request.
Statement on the use of AI
The authors acknowledge the use of generative AI and
AI-assisted technologies to improve the readability and cla-
rity of the article.
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or property resulting from any ideas, methods, instructions,
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