Liderazgo y su relación con el clima laboral en el Hotel Ceibo Dorado del cantón Portoviejo, Manabí, Ecuador J. Manage. Hum. Resour. (January - June 2023) 1(1): 24-32 http://doi.org/10.5281/zenodo.14205356 ISSN: XXXX-XXXX ORIGINAL ARTICLE Leadership and its relationship with the work environment at the Ceibo Dorado Hotel in Portoviejo canton, Manabí, Ecuador  Flavia M. Vargas fmvm2@alu.ua.es Universidad de Alicante, España. Received: 13 October 2022 / Accepted: 04 December 2022 / Published online: 18 January 2023 © The Author(s) 2023 Flavia M. Vargas 1 · Irene P. Navarrete 2 Geanella X. Moreira 2 Abstract The study examines the impact of leadership on the work environment at Hotel Ceibo Dorado in Portoviejo, Manabí, Ecuador, using a descriptive, explanatory, non-ex- perimental, and cross-sectional approach. Data were col- lected through interviews with the manager, questionnaires completed by the 17 employees, and a direct observation form. The questionnaires covered topics on leadership and work environment, while the observation focused on key organizational dynamics. Biographical, inductive-deductive, and analytical methods facilitated a quantitative and qual- itative analysis processed in Excel 2013. The results indi- cated that leadership at the hotel needs improvement, par- ticularly in role-modeling leadership, emphasizing the need for clear guidelines and practical examples. Deﬁciencies in interpersonal communication were also identiﬁed, with rec- ommendations to implement strategies to strengthen trust and feedback. Additionally, a weak perception of organiza- tional identity and institutional values was noted. Training programs are suggested to align employees with the hotel’s mission and vision. The study concludes that leadership is essential for enhancing the work environment by fostering strong interpersonal relationships, a sense of belonging, and increased productivity—key factors for sustainable develop- ment in the hospitality sector. Keywords leadership, work environment, interpersonal communication, organizational development. Resumen El estudio analiza el impacto del liderazgo en el clima laboral del Hotel Ceibo Dorado, en Portoviejo, Mana- bí, Ecuador, a través de un enfoque descriptivo, explicativo, no experimental y transversal. Se recopilaron datos mediante una entrevista al gerente, cuestionarios a los 17 colabora- dores y una ﬁcha de observación directa. Los cuestionarios incluyeron preguntas sobre liderazgo y clima laboral, mien- tras que la observación identiﬁcó dinámicas organizaciona- les clave. Los métodos biográﬁcos, inductivo-deductivo y analítico permitieron un análisis cuantitativo y cualitativo procesado en Excel 2013. Los resultados mostraron que el liderazgo en el hotel requiere mejoras, especialmente en la dimensión de liderazgo imitativo, con necesidad de ofrecer directrices claras y ejemplos prácticos. También se detecta- ron deﬁciencias en la comunicación interpersonal, recomen- dándose estrategias para fortalecer la conﬁanza y la retro- alimentación. Además, se observó una débil percepción de identidad organizacional y valores institucionales, sugirién- dose programas de capacitación para alinear a los empleados con la misión y visión del hotel. El estudio concluye que el liderazgo es fundamental para mejorar el clima laboral, promoviendo relaciones interpersonales sólidas, sentido de pertenencia y mayor productividad, factores esenciales para el desarrollo sostenible en el sector hotelero. Palabras clave liderazgo, clima laboral, comunicación in- terpersonal, desarrollo organizacional. How to cite Vargas, F. M., Navarrete, I. P. & Moreira, G. X. (2023). Leadership and its relationship with the work environment at the Ceibo Dorado Hotel in Portoviejo canton, Manabí, Ecuador. Journal of Management and Human Resources, 1(1), 24-32. http://doi.org/10.5281/zenodo.14205356 1 Universidad de Alicante, España. 2 Universidad Técnica de Manabí, Ecuador.

J. Manage. Hum. Resour. (January - June 2023) 1(1): 24-32 25 Introduction In recent years, in modern society, workers or employees have been called collaborators, considering them essential for all diﬀerent types of companies, suﬃcient reasons that create the invaluable need to work in a pleasant organizatio- nal climate, stating that the workplace is the second home of employees. Recognizing precisely that it is where each person is physically all day to achieve maximum identiﬁca- tion with each of the companies and, in this case, referring to the Ceibo Dorado Hotel in the Canton of Portoviejo, Mana- bi Province, Ecuador. Studies such as those by Amalou and Brahimi (2023) emphasize that organizational climate plays a crucial role in fostering employee well-being and impro- ving organizational performance, making it a central element of modern management. Companies have demanding jobs that depend mainly on their leaders’ exceptional and professional management, who must know how to communicate with each of their co- llaborators. Their main objective is to motivate them to fulﬁll the goals and objectives of their companies, be it in each diversity of specialties. For all, it is the same modality and of great importance and needs communication and knowledge, which must symbolize every leader. Transformational lea- dership has been shown to signiﬁcantly enhance employee engagement and performance, as highlighted in studies wi- thin the hospitality sector (Kloutsiniotis et al., 2022). In recent decades, it has been mentioned that leadership exerts inﬂuence over its subordinates. This is considered na- tural since, as mentioned (Barroso & Salazar, 2010), leaders governed and guided others at the beginning of man in so- ciety; of course, as time has progressed, leadership has also been transformed. Leadership transformation aligns with the ﬁndings of Gong et al. (2023), who indicate that innovative leadership practices directly inﬂuence organizational creati- vity and customer engagement, especially in service indus- tries. Leadership is among the most determining factors inﬂuen- cing workers’ perceptions of the organizational climate. Ja- mes et al. (2018) highlight that eﬀective leadership connects eﬀect, actions, and inﬂuence to shape employees’ experien- ces and perceptions, fostering a productive organizational climate conducive to achieving goals. This perspective reso- nates with Schwepker and Dimitriou (2021) conclusions that ethical leadership reduces workplace stress and enhances performance quality in hospitality contexts. The primary principle of leadership is that people follow those who can help them achieve their goals (Koontz & O’Donnell, 2005). In this sense, the leader’s role is to ensu- re that the organization generates relationships to obtain the expected results. Leaders strive to create new opportunities to share and learn what they have learned, thus transforming the context (Fullan, 2002). Additionally, Bhardwaj and Kalia (2021) highlight that fostering trust and engagement within organizational culture signiﬁcantly impacts employees’ tasks and contextual performance in hotel operations. Also, the other variable, the work environment, will be analyzed, allowing us to know if they are combined for good performance within the hotel or if there is a problem with the combination of both for its continuous improvement. Recent studies support that organizational climate signiﬁcantly in- ﬂuences the relationship between leadership and employee satisfaction. For instance, Menguc et al. (2016) found that a performance-focused climate can strengthen the positive eﬀects of self-eﬃcacy on employee engagement, highligh- ting the importance of a supportive work environment in en- hancing employee outcomes. In this sense, Hodgetts and Altman (1985) “deﬁne work environment as a set of characteristics of the workplace, perceived by the individuals who work there and serve as a primary force to inﬂuence their work behavior” (p. 376). The deﬁnition of organizational climate has diﬀerent cha- racteristics, which are perceived indirectly or directly by the workers of an organization. Each employee perceives the environment in which they operate diﬀerently. Therefore, it is the individual expression of the perception that managers and workers have of the organization where they work (Bru- net, 1987). Similarly, Tsui (2021) highlights that during cri- ses such as the COVID-19 pandemic, organizational climate directly aﬀects job stress and overall employee wellness, illustrating the nuanced impact of environmental factors on performance. As a result of the phenomenon of globalization, com- panies have sought strategies that allow them to maintain themselves and meet the imposed organizational objectives. However, it is important to emphasize that the success of an organization will not be reﬂected only in aspects such as infrastructure, income above the established goals, or, on the contrary, having the best tools and technology. Today, organizations are betting on another type of asset considered the most invaluable within the company: the organizational climate and leadership, in this case, seen at the Ceibo Dorado Hotel in Portoviejo canton. He et al. (2019) further elabora- te that responsible leadership and human resource strategies signiﬁcantly enhance millennial employee well-being, im- proving hospitality operations’ performance outcomes. For this reason, leadership is a topic that has aroused inte- rest and taken on importance. According to Mohanty (2018), leadership strategies that focus on engaging employees indi- vidually and fostering collaboration within teams are pivotal for directing personnel eﬀectively and achieving organiza- tional goals. These approaches also help identify collabora- tors who contribute signiﬁcantly to meeting organizational objectives. Chen et al. (2018) note that fostering a strong ser-

J. Manage. Hum. Resour. (January - June 2023) 1(1): 24-32 26 vice climate enhances employee performance and reduces workplace deviant behaviors, critical for maintaining high standards in the hospitality industry. The leader’s behavior inﬂuences their followers, and they are primarily responsible for their success or failure as they guide their teams to achieve organizational objectives. Mu- hammad et al. (2022) emphasize that eﬀective leadership directs employee behavior and fosters a positive organizatio- nal culture that drives success. Leadership is among the most determining factors inﬂuen- cing workers’ perceptions of the organizational climate. Zu- raik and Kelly (2019) emphasize that transformational lea- dership fosters an innovation climate, positively inﬂuencing organizational outcomes and employee performance. Given the importance of organizational climate in fulﬁlling an or- ganization’s objectives, a favorable climate generates a grea- ter sense of belonging among employees, enhancing their performance. On the other hand, the organizational climate direct- ly inﬂuences the process and development of organizatio- nal functions, as it shapes the perceptions and interactions of employees within their workplace. Woznyj et al. (2018) highlight that organizational climate signiﬁcantly impacts organizational outcomes through its inﬂuence on employee commitment and collective performance. These perceptions give life to the organizational climate, and management plays the most important role in generating an unfavorable or favorable climate. D’Amato (2023) argues that organizational climate is a complex construct shaped by communication, leadership styles, and employee interac- tions, emphasizing management’s critical role in fostering a positive and productive work environment. In Ecuador, public and private organizations are vulnera- ble to the constant changes to which they are exposed by a changing society, including the social, political, cultural, and economic spheres. This is due to recognized globalization, which causes companies to adapt to their needs, always ai- ming to provide excellent service (Montenegro, 2018). The behavior of the leader towards the employees is both positive and negative. Suppose the leader transmits disobe- dience, immaturity, disorganization, detachment, and lack of communication. In that case, he will only make the com- pany’s workers create an environment that is incapable of coexistence, which frustrates his employees and causes them to be unable to pursue the company’s goals. On the other hand, if the leader transmits peace, is talkative, extroverted, communicative, likes to help, guides his work team, etc., he will make the employees create a harmonious environment, pleasing not only the employees but also the clients since the development that the collaborators have will aﬀect them. This is why it is important to understand how leadership and the work environment are related at the Ceibo Dorado Hotel in the Portoviejo canton, Manabí, Ecuador. Methodology The research has a quantitative and qualitative approach. Gutiérrez (2018) states, “The quantitative approach is the study of the analysis of numerical data, through statistics, to provide solutions to research questions or to refute or verify a hypothesis”. The qualitative approach allowed us to observe emplo- yees’ interpersonal relationships with company authorities, determine the causes of poor employee performance, and propose strategies to improve the quality of employee-em- ployer communication. Therefore, qualitative-quantitative research will investiga- te how leadership aﬀects the organizational climate within the Ceibo Dorado Hotel. The type of study is descriptive because it characterizes the situation of leadership and the work environment. In turn, the scope of the research is explanatory because the purpose is to expose the relationship between both variables. For the present research, a non-experimental cross-sectio- nal design was applied. The study was carried out without deliberate manipulation by the researchers, and only the phenomena were observed in their natural environment to analyze them. The design was cross-sectional because the data obtained from the company were collected at a single time. The research utilized a mixed-method approach with three data collection techniques. A survey was conducted among hotel staﬀ using questionnaires designed to assess key varia- bles. An interview with the hotel manager included six key questions to explore the relationship between leadership and organizational climate. Additionally, direct observation was carried out using an observation form to analyze employee behavior during work activities. Several research methods were applied. The biographical method was used to review literature and theories on lea- dership and organizational climate, providing insights into factors inﬂuencing employees at Hotel Ceibo Dorado. The inductive-deductive method helped establish the relations- hip between leadership and the work environment. The analytical method was an initial study to break down lea- dership types and workplace factors, forming the foundation for more profound research. Given the small population of 17 employees and two family members, a general study was conducted to gather comprehensive data and propose solu- tions for improving workplace conditions.

J. Manage. Hum. Resour. (January - June 2023) 1(1): 24-32 27 Table 1. Population and sample No. Department Population and sample 1 Manager 1 2 Secretariat 1 3 Administrative manager and accountant 2 4 Cleaning supervisors 3 5 Operators 10 Results and discussion The company’s general population diagnosed the Ceibo Dorado Hotel in the Portoviejo canton’s leadership and or- ganizational climate. The company has 17 employees with experience in the labor ﬁeld, including two family members, allowing it to meet customer demand. For the diagnosis and observation, a survey or questionnai- re of questions and an interview with the manager were used to assess leadership and the hotel’s organizational climate. The observation form and the respective observations were completed during the interview. During the observation pro- cess, in the ﬁrst instance, the hotel fulﬁlls its mission, vision, and organizational objectives with a strategic location that is visible to all employees so they can be aware of the business philosophy. Considering the infrastructure, the hotel has its own fully equipped facilities. During the pandemic, demand decreased since the hotel and tourism sector was most aﬀected. On the other hand, the atmosphere was favorable due to its location and the conditioning of its areas. The work environment at the hotel is very warm and comfortable, and it oﬀers good treatment to its collaborators. It was observed that there is a good interpersonal relations- hip between coworkers. Their communication is excellent since the relationships are both camaraderie and teamwork. They help each other to fulﬁll the hotel services and make the client feel at home. In addition, it is observed that the collaborators use safety masks and alcohol gel to protect themselves from COVID-19, which is provided by mana- gement. The cleaning service staﬀ also has the necessary su- pplies for the assigned activities. The company does not have a management system to help improve processes. There are very few meetings between managers and employees, which aﬀects communication. It is stated that there is no manual of functions within the organization that allows each of the collaborators to know the functions or positions that they must perform, including the activities, even though the majority of the employees are aware of what they must do, internal regulations of the com- pany need to be established. Being one of the leading hotels in the Portoviejo area, the quality of the service must be high, which is why the administrative and operational staﬀ are tra- ined in customer service and quality of service; despite this, the training is not continuous, nor is it established within a schedule. The interview with the manager of Hotel Ceibo Dorado highlighted the direct connection between leadership and the organizational climate. The manager emphasized that eﬀective leadership fosters motivation, organization, and a positive work environment, which enhances employee per- formance and workplace harmony. Maintaining a suitable environment was crucial for em- ployees to work with motivation and contribute to the com- pany’s development. Key leadership factors aﬀecting the organizational climate include motivation, organization, and direction, all of which help employees feel satisﬁed. Interpersonal relationships signiﬁcantly impact the organi- zational climate, but employees must manage conﬂicts pro- fessionally to prevent disruptions. While fair salaries play a role in employee well-being, economic challenges limit how much wages can cover personal expenses. Lastly, a good lea- der should be aware of employees’ personal and professional challenges, oﬀering support without interfering in personal matters while ensuring that solutions do not negatively im- pact the organization. The relationship between leadership and the organizatio- nal climate was established through the interview conducted with the manager. He expressed that the relationship esta- blished when a good, adequate climate is maintained allows collaborators to develop their activities eﬀectively. Likewi- se, the leading manager, by showing genuine concern for his workers and motivating them while encouraging them by promoting teamwork and the relationships between them, creates an adequate environment of safety and quality, im- proving the responsibilities of the collaborators towards their daily work. Regarding the leadership that can be identiﬁed within the company, it is established that this inﬂuences assertive com- munication. The boss communicates with his staﬀ in such a way that it positively aﬀects the development of their func- tions, creating leadership oriented towards conditions that arise from his capabilities and that can help his collaborators to eﬀectively achieve their activities, being successful and experiencing a feeling of eﬀectiveness. The survey results were applied to collaborators This research used two questionnaires, one for each of the leadership and organizational climate variables, to collect in- formation. The questionnaires have indicators to determine their incidence. The study of leadership at the hotel focuses on ﬁve dimen-

J. Manage. Hum. Resour. (January - June 2023) 1(1): 24-32 28 sions: empowering leadership, paternalistic leadership, lais- sez-faire leadership, transactional leadership, and imitative leadership. In the empowering leadership dimension, 71% of employees rated management’s leadership as good, while 94% felt it contributed eﬀectively to the organizational cli- mate. The paternalistic leadership dimension revealed that 82% of employees believe the hotel authorities are commit- ted to their work, with the remaining 18% expressing partial agreement. In the laissez-faire leadership dimension, 88% of staﬀ felt they could freely develop ideas for hotel programs, while 12% expressed partial agreement. The transactional leadership dimension showed that 76% of employees considered their salary fair to their tasks, with 24% expressing partial agreement. Finally, in the imitative leadership dimension, 65% of employees stated that their manager provides clear examples for tasks they do not un- derstand, while 35% answered partially. Four key dimensions—structure, conﬂict, reciprocity, and identity—were selected to assess the work environment. The questions were answered using a Likert scale: yes, partial, or no. In the structure dimension, three indicators were consi- dered. For the comfortable work area, 94% of staﬀ felt their workspace allowed them to work comfortably. Similarly, 94% of respondents agreed that the work environment was adequate, and 94% believed the infrastructure provided the necessary security for their tasks. The conﬂict dimension included one indicator: personal relationships. 94% of staﬀ reported no arguments between colleagues, while 6% responded partially. Additionally, 82% of respondents felt the company had a good organizational climate, and 76% agreed there was communication between leaders and their teams. The reciprocity dimension consis- ted of two indicators. 94% of employees felt the hotel cared about their workplace well-being, and 86% agreed that ma- nagement was concerned about their problems. The identity dimension comprised two questions related to organizational values. 88% of staﬀ felt they were somewhat trained in organizational values, while 12% disagreed. Re- garding institutional values, 82% believed they were par- tially reﬂected in the hotel’s internal policies, but 18% felt Figure 1. Ishikawa diagram.

J. Manage. Hum. Resour. (January - June 2023) 1(1): 24-32 29 they were not established, signaling a weakness in the hotel’s communication of its regulations. For the diagnosis of Leadership and work environment, the Ishikawa diagram was used to determine the causes and eﬀects generated in Leadership that aﬀect the relationship with the organizational climate of the Ceibo Dorado Hotel. The study, which was applied through observation, inter- view, and survey, was able to identify the main problems in the hotel, determine that leadership must be improved, and establish guidelines to improve the relationship between the two study variables. From the Spearman Rho study, it was determined that the- re is a high relationship between the Leadership variable and organizational climate, where the value is (Spearman Rho, 0.939), which indicates a highly signiﬁcant relationship between both variables, assuming the positive relationship between the study variables, we proceed to reject the null hypothesis (Ho) and accept the alternative hypothesis (Ha) which is that leadership is related to the work environment of the Ceibo Dorado Hotel in Portoviejo (Table 2). Table 2. Evaluating correlation. Leadership (Grouped) Organizational climate (Grouped) Spearman Rho Leadership (Grouped) Correlation coeﬃcient 1.000 0.939 ** Next (bilateral) . 0.000 N 17 17 Organizational climate (Grouped) Correlation coeﬃcient 0.939 ** 1.000 Next (bilateral) 0.000 . N 17 17 **The correlation is signiﬁcant at the 0.01 level (two-tailed). Actions to improve leadership and work environment at the Ceibo Dorado Hotel After conducting research at the Ceibo Dorado Hotel and given the importance of leadership (Orellana, 2019), he men- tions that leadership has caused a key point today because there are people with low capacity skills to manage teams and meet objectives over half. Likewise, (UNIR, 2021) he mentions that the work environment is the activities, proce- dures and situations that occur intrinsically in a company and that are also directly linked to employee satisfaction in their work environment. Type of leadership that the Ceibo Dorado Hotel The Ceibo Dorado Hotel is a quality hotel that welcomes oﬃce clients, managers, and foreign and national users. Sin- ce its doors approximately 12 years ago, it has welcomed great personalities from the artistic, political, and cultural world. The ﬁndings from the analysis of leadership and orga- nizational climate at this hotel underscore the interdependen- ce of these variables and their collective impact on employee satisfaction and organizational performance. By examining the results alongside established theories and recent studies, we can contextualize the observations and identify oppor- tunities for improvement. Within the ﬁve dimensions to be calculated through the staﬀ survey, it was possible to obtain the types of leadership that the hotel authorities possess: em- powering, paternalistic, and laissez-faire. The survey revealed that empowering leadership is preva- lent at the Ceibo Dorado Hotel, with the majority of respon- dents acknowledging its positive impact on the organizatio- nal climate. This aligns with the work of Arana (2020), who emphasizes that empowering leaders fosters synergy and collaboration through training and relational engagement. These qualities were evident in the responses, where 94% of employees believed that leadership eﬀectively contributes to an enabling organizational climate. The survey results corroborated this, with 82% of emplo- yees aﬃrming strong work commitment from hotel autho- rities. This ﬁnding aligns with Bhardwaj and Kalia (2021) assertion that leadership styles prioritizing trust and emplo- yee welfare signiﬁcantly enhance task performance and en- gagement. Conversely, laissez-faire leadership was observed to a les- ser extent, with the manager allowing employees to develop ideas for hotel programs. While this autonomy can empower creativity, Gong et al. (2023) caution that excessive reliance on this style may limit proactive guidance, potentially im- pacting long-term organizational goals. Nonetheless, the res- pondents’ positive perception of idea development suggests that this approach has been balanced eﬀectively in the hotel’s operational context. The ﬁndings highlight strong camaraderie and teamwork among employees, supported by eﬀective communication and mutual respect. This resonates with Tsui (2021) ﬁndings

J. Manage. Hum. Resour. (January - June 2023) 1(1): 24-32 30 that positive interpersonal relationships and workplace we- ll-being directly reduce job stress and improve employee wellness, particularly in hospitality settings. The warm and comfortable work environment observed at the Ceibo Dora- do Hotel supports employee morale and productivity, contri- buting to a favorable organizational climate. However, particular areas, such as the lack of a structured management system and the absence of internal policy ma- nuals, present challenges. These gaps underscore the need for improved administrative processes to formalize roles and responsibilities. Amalou and Brahimi (2023) noted that structured organizational policies are critical for fostering consistency and enhancing employee understanding of ins- titutional goals. The study revealed deﬁciencies in training related to organizational values, with 88% of respondents indicating partial or insuﬃcient training in this area. This aligns with He et al. (2019) assertion that consistent training programs in organizational values are essential for aligning employee behavior with institutional objectives. Additiona- lly, implementing structured training plans could address these gaps, fostering a deeper understanding of the hotel’s mission and vision while reinforcing internal policies. Conclusions The Ceibo Dorado Hotel employs three leadership styles: empowering, paternalistic, and laissez-faire, as identiﬁed through a survey of the hotel’s employees. These leaders- hip styles foster a positive work environment by promoting interaction, idea creation, participation, and secure commu- nication between staﬀ and management. The leadership at the hotel has a generally positive impact on the work en- vironment, with more positive aspects than negative ones found in the survey responses. Leadership contributes to employee well-being, enhancing job satisfaction and perfor- mance. However, communication levels are low, aﬀecting employee-manager relationships. To improve this, authori- Table 3. Improvement actions Objective Strategies Activities General Improve the directions and signs on how to carry out the activities Coordinate administrative actions to improve the instructions and signs on how to carry out work activities Create learning and development programs for new employees and job changes. Encourage employee participation so that they also participate in their coworkers' development. Speciﬁc Improve communication between authorities and hotel staﬀ. Coordinate actions to improve communication between hotel authorities and staﬀ. Increase interaction between staﬀ and collaborators to achieve maximum performance, create a harmonious work environment, and meet the needs of both employees and guests. Increase training in organizational values. Develop a training plan on organizational values. Execute the training program and observe the participants throughout the process. Organize a team integration dynamic. Prepare some extra activities to reinforce the training in case it ends early. Provide assessment tools to measure behavioral change after attending the training plan. Closing with certiﬁcates to the work team. Check if the hotel's internal policies are established in organizational values. Coordinate actions to improve knowledge of the hotel's internal policies. Reporting on strategy development to employees. Support organizational values by establishing them in the hotel's internal policies. Provide the hotel's internal policy guide to each employee so that they know the hotel's organizational values.

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