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1 

        MULTIDISCIPLINARY SCIENTIFIC RESEARCH 
          BJMSR VOL 9 NO 5 (2024) P-ISSN 2687-850X E-ISSN 2687-8518 

         Available online at https://www.cribfb.com 

     Journal homepage: https://www.cribfb.com/journal/index.php/BJMSR 

                                                                                                                                                                                                    Published by CRIBFB, USA 
                                                                                                                                     

LEADERSHIP IN HYBRID WORK TEAMS: IMPACT OF 

TRANSFORMATIONAL AND AUTHENTIC LEADERSHIP ON 

RELATIONSHIPS AND TASK PERFORMANCE IN STUDENT 

TEAMS            
 

 Jorge Salcedo (a)1    Franco Gandolfi (b )    Astrid Garza (c)   
 

(a)Professor, Universidad de Monterrey, Mexico; E-mail: jorge.salcedo@udem.edu 
(b)Professor, Georgetown University, Washington DC, United States of America & California Institute of Advanced Management (CIAM), United 

States of America; E-mail: francogandolfi@hotmail.com 
(c)Professor, Universidad de Monterrey, Mexico; E-mail: astrid.garza@udem.edu   
                     

 
A R T I C L E I N F O 

 
 

Article History: 

 

Received: 8th July 2024 

Reviewed & Revised: 8th July 

to 24th September 2024 

Accepted: 30th September 2024 

Published: 9th October 2024 

 
Keywords: 

 

Transformational Leadership, Authentic 

Leadership, Interpersonal Relationships,  
Task Performance, Hybrid Work Teams 

 
JEL Classification Codes: 

 

M12, M14, L2 
 

      Peer-Review Model:  

 

      External peer review was done through  

      double-blind method. 

        

 
A B S T R A C T      
 
Transformational and authentic leadership have caught researchers’ attention, and it has gained 

recognition and position within leadership studies. This quantitative research aims to measure the 

correlation between leaders' transformational and authentic leadership in interpersonal relationships 

and task performance perceived by their hybrid work teams. For this quantitative research, four 

previously investigated and validated instruments were utilized: the Authentic Leadership Questionnaire 

(ALQ) Avolio et al. (2007), which has an acceptable internal consistency reported with Cronbach’s 

alpha values ranging from .66 to .93; the Multifactor Leadership Questionnaire (MLQ-5X) Bass and 

Avolio (1994), known for its high reliability with a reported Cronbach's alpha of 0.71; the HQIR: High-

Quality Interpersonal Relationships Questionnaire (Carmeli et al., 2009), which also exhibits high 

reliability with a reported Cronbach’s alpha of 0.93; and the Individual Work Performance 

Questionnaire (IWPQ) Koopmans et al. (2011), with Cronbach's alpha values ranging from 0.77 to 0.83, 

and which will be used with a common translation into Latin American Spanish. Using a sample of 156 

participants who are members of student hybrid teams (N = 156), the findings of this study demonstrated 

a positive correlation between transformational leadership and both interpersonal relationships and 

task performance in hybrid work teams. This study represents one of the first investigations of 

transformational and authentic leadership and its correlation with interpersonal relationships and task 

performance in Latin America, and it has some leadership implications within hybrid work teams. 

 
 

© 2024 by the authors. Licensee CRIBFB, USA. This open-access article is distributed under the 
terms and conditions of the Creative Commons Attribution (CC BY) license 
(http://creativecommons.org/licenses/by/4.0).  

            

 

INTRODUCTION 

The aim to understand the complexities of leadership has been significant. Scholars have framed leadership using different 

approaches to understand what makes leaders great, inspirational, and effective people. All these approaches have given 

special attention to traits, charisma, affective elements, and situations (Manning & Curtis, 2019; Hughes et al., 2019). The 

global situation of COVID-19 precipitated a crisis that impacted numerous industries and organizations worldwide 

(Suneson, 2020). According to the Office for National Statistics, COVID-19 has accelerated the trend of geographically 

distributed collaboration using hybrid work teams (Gebbing et al., 2024). 

In April 2020, in Mexico, the Federal Government and the Ministry of Health declared a health emergency, 

suspending all non-essential activities, including classes at all educational levels, regardless of whether the institution was 

public or private. Sixty-six percent of Mexican SMEs also implemented remote work during the peak of the pandemic. 

Organizations were forced to adapt their work schemes to maintain operational strength and continue their functions. As a 

result, people began working from home, adjusting to a work model that had been little explored until that time. According 

to Donnelly and Patrinos (2021), 94% of students worldwide were affected as well by the closure of educational institutions, 

leading them to study and participate in curricular activities from home for extended periods. Consequently, various work 

methods were introduced, such as the use of hybrid teams and remote and hybrid work. This is now known as the new 

                                                      
1Corresponding author: ORCID ID: 0009-0006-9636-4328 
© 2024 by the authors. Hosting by CRIBFB. Peer review is the responsibility of CRIBFB, USA.  

https://doi.org/10.46281/bjmsr.v9i5.2248 

 
To cite this article: Salcedo, J., Gandolfi, F., & Garza, A. (2024). LEADERSHIP IN HYBRID WORK TEAMS: IMPACT OF TRANSFORMATIONAL 

AND AUTHENTIC LEADERSHIP ON RELATIONSHIPS AND TASK PERFORMANCE IN STUDENT TEAMS. Bangladesh Journal of 

Multidisciplinary Scientific Research, 9(5), 1-9. https://doi.org/10.46281/bjmsr.v9i5.2248 

http://creativecommons.org/licenses/by/4.0/)
http://creativecommons.org/licenses/by/4.0/)
https://www.openaccess.nl/en
https://doi.org/10.46281/bjmsr.v9i5.2248
https://orcid.org/0009-0006-9636-4328
https://orcid.org/0009-0002-1013-2800
https://orcid.org/0000-0001-9612-2878


Salcedo et al., Bangladesh Journal of Multidisciplinary Scientific Research 9(5) (2024), 1-9

 

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normal, referring to new ways of maintaining a productive life while adapting to new health and safety measures. This is 

the case with hybrid teams, which “were already used before the pandemic because they help overcome the limitations of 

space and time” (Lilian, 2014). 

Hybrid work teams have become increasingly relevant in the workplace due to the Covid-19 pandemic. This 

modality combines the flexibility of working from home with working from the physical office space. According to a survey 

published by Statista (2023), by 2022, 93.8% of the population in Mexico used the Internet to communicate through digital 

platforms, including Zoom, Google Meet, and WhatsApp. Additionally, 83.3% of the Mexican population used the Internet 

to access educational and training content through various formats, such as videos (49%), interactive platforms (49%), and 

virtual meetings via technological platforms (38%). Montes (2019) notes that while companies have faced the challenge of 

investing financial and technological resources to adapt to hybrid work, the more significant challenge lies in supporting 

leaders to manage their teams effectively in this remote context while continuing to meet their objectives. 

As a result, leaders are confronted with new challenges in managing their teams, which significantly affect their 

leadership effectiveness and, in turn, directly influence team performance and interpersonal dynamics. Considering the 

above, this quantitative study examines the correlation between transformational and authentic leadership and their impact 

on interpersonal relationships and task performance within hybrid teams, explicitly focusing on leaders in higher education 

and student hybrid work teams.  

The structure of this paper is organized as follows: It commences with a comprehensive literature review 

encompassing transformational leadership, authentic leadership, interpersonal relationships, task performance, and hybrid 

work teams, culminating in the formulation of two hypotheses. Subsequently, the paper details the materials and methods 

employed in the study, followed by a thorough presentation of the results, and concludes with a critical discussion of the 

findings and their implications. 

 

LITERATURE REVIEW 

Transformational Leadership 

Leadership is recognized as a dynamic process of exerting influence and guiding others. Within the broader field of 

leadership studies, transformational and authentic leadership have garnered significant recognition as key frameworks for 

understanding leadership effectiveness. The following sections provide a literature review of these leadership approaches, 

exploring their core components, theoretical underpinnings, and their impact on various organizational and interpersonal 

outcomes. 

During the early 80s, the transformational leadership approach appeared in the leadership field, and it was argued 

that leadership is a process that develops followers. The concept of transformational leaders began with research by James 

MacGregor Burns and his book titled Leadership. Burns (1978) distinguishes between two general types of leadership: a) 

the transactional and b) the transformational. The first approach centres on "the exchanges between leaders and their 

followers" (Northouse, 2022; Rosch & Collins, 2017; Sultana et al., 2021). In contrast, transformational leadership 

emphasizes the leader's engagement with others, fostering a unique connection "that elevates the level of motivation and 

morality in both the leader and the follower". Kilag et al. (2024) state that transformational leaders can positively impact 

organizational performance. 

Transformational leadership includes four dimensions: (a) idealized influence, which refers to the level of trust, 

respect, and confidence the LeaderLeader has in their subordinates; (b) inspirational motivation, which pertains to the extent 

to which the LeaderLeader provides a vision to help others focus on their work; (c) intellectual stimulation, which describes 

the extent to which the LeaderLeader encourages others to seek innovative solutions to existing problems; and (d) 

individualized consideration, which measures the degree to which the LeaderLeader shows interest in the well-being of 

others. From this view, transformational leaders embodied four behaviours: (a) idealized influence, (b) individualized 

consideration, (c) intellectual stimulation, and (d) inspirational motivation (Bass, 1999; Bass & Avolio, 2006; Northouse, 

2022).  Transformational leadership inspires and motivates followers to achieve their goals (Kilag et al., 2024). According 

to Rojak et al. (2024), transformational leaders focus on achieving organizational goals and encouraging and inspiring 

employees to reach their full potential. 

Purvanova and Bono (2009) found that transformational leadership is precious in virtual settings and has a stronger 

correlation with team performance. Their empirical study involving 255 undergraduate students discovered that leaders who 

adapted by increasing their transformational behaviors in virtual work teams achieved higher overall team performance. 

Mencl et al. (2016) investigated the effects of interpersonal abilities on transformational leadership in the workplace. Their 

empirical study involving 278 employees assessed both transformational leadership behaviors and interpersonal skills. The 

findings revealed a positive correlation between interpersonal abilities and transformational leadership. Recent empirical 

research by Gusti et al.  (2024) underscores the positive impact of transformational leadership on employee performance. 

The study focused on Javanese tea distributors, utilizing a quantitative approach to gather data from 115 respondents via 

questionnaires. The findings reveal a significant correlation between transformational leadership and enhanced employee 

performance. 

 

Hybrid Work Teams 

Hybrid work teams consist of both co-located and remote members who collaborate towards a shared objective, utilizing a 

combination of virtual and in-person interactions for effective coordination (Neumayr et al., 2021). With technological 

advancements, hybrid work teams have become integral to organizational work methodologies. Additionally, the impact of 

the COVID-19 pandemic accelerated the adoption of virtual and hybrid teams, turning it into a necessity, and this trend is 

expected to continue (Depoo & Hyršlová, 2022). For this research, we use the definition of virtual teams proposed by 



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Dulebohn and Hoch (2017), which describes virtual and hybrid teams as work arrangements where team members are 

geographically dispersed, have limited face-to-face contact, and work interdependently through electronic communication 

methods to achieve common goals. Additionally, the term may also refer to regional rather than global teams. In this context, 

some or all team members may work from home or other locations (Klonek et al., 2022). 

Some advantages of virtual and hybrid work teams include the ability to assemble teams that maximize expertise 

by including geographically dispersed members and reduce costs and travel time. On the other hand, some disadvantages 

include challenges in communication and collaboration, difficulties in building trust and shared responsibility among team 

members, and issues with monitoring and managing virtual teams (Dulebohn & Hoch, 2017). 

Hybrid work teams integrate remote and in-person activities, characterized by varying levels of synchronicity 

(Neumayr et al., 2021). Recent trends show that employees are increasingly embracing hybrid work models, aiming to 

leverage the advantages of both virtual and face-to-face interactions. These arrangements offer a flexible environment that 

empowers individuals from diverse locations to maximize their creative potential. For this research, we will use the 

definition of hybrid work proposed by Cook et al.  (2020), which defines the term as the combination of physical and remote 

work arrangements within a workplace or organization. Additionally, this term may also refer to the various work styles 

adopted by members of an organization. However, some things could be improved when implementing this type of work 

model. One such issue is the risk of isolation and marginalization of employees. Chernyak-Hai and Rabenu (2018) note that 

"hybrid work may face challenges related to interaction, particularly in terms of sharing ideas and solutions". 

 

H1: There is a positive correlation between transformational leadership and interpersonal relationships and task 

performance in hybrid work teams. 

 

Authentic Leadership 

An exhaustive review of leadership studies over the past 50 years reveals scholars’ efforts to identify the defining 

characteristics or personality traits of individuals who have significantly impacted their organizations and communities. 

However, these studies have not been able to delineate a singular profile of an ideal leader or member. The authentic 

leadership approach appeared in this new millennium, which "focuses on whether leadership is genuine and real” 

(Northouse, 2022). 

Authentic leaders act on that awareness by practising their values and principles, sometimes at substantial risk to 

themselves.  They carefully balance their motivations so that they are driven by these inner values as much as by 

a desire for external rewards or recognition. Authentic leaders also have a strong support team (George et al., 2007). 

Authentic leadership has attracted researchers' attention and has established a notable presence within leadership 

studies. The construct of authentic leadership comprises four dimensions: (a) self-awareness, which pertains to leaders' 

understanding of their strengths and weaknesses and the motives they disclose to others; (b) Balanced processing, which 

involves leaders analyzing all relevant information before making a decision; (c) internalized moral perspective, which 

refers to leaders making decisions guided by personal values and high ethical standards; and (d) relational transparency, 

which describes leaders being open in presenting their true selves to others. 

"Self-awareness is based on a leader´s multifaceted nature, self-recognition, and strengths and weaknesses. 

Internalized moral perspective means harmonising with one´s values, preferences and needs. Balanced processing 

involves a multifaceted and balanced evaluation of information and an unbiased analysis of all relevant data before 

deciding. Moreover, relational transparency means that the LeaderLeader is genuine in their close relations" (Dirik 

& Seren Intepeler, 2024). 

 

Zhang et al. (2022) explored the impact of authentic leadership on virtual team performance, focusing on the 

mediating role of high-quality interpersonal relationships and the moderating effect of task interdependence. The findings 

demonstrate that authentic leadership positively influences virtual team performance, with high-quality interpersonal 

relationships serving as a mediator in this relationship. This study deepens the understanding of how authentic leadership 

affects virtual teams, contributing valuable insights into enhancing leadership effectiveness in hybrid environments. 

Nikbakhsh (2022) surveyed to explore the effects of authentic leadership on the performance of employees in fully and 

partially remote environments. The author gathered data through an online survey targeting volunteer employees from two 

software development firms in Estonia. This data was collected via questionnaires and analyzed using quantitative methods. 

The findings indicate that authentic leadership significantly influences job performance among remote workers, highlighting 

the positive relationship between these factors in remote work settings. 

 

Interpersonal Relationships 

Carmeli et al.  (2009) state that interpersonal relationships provide a conducive framework for collaboration and idea 

exchange and create a psychological environment that fosters a willingness to learn. When individuals feel valued and 

connected with other team members, they are more motivated to learn and improve their job performance. The definition of 

interpersonal relationships used in this study is provided by Carmeli (2003), who describes high-quality relationships as 

defined by the type of connection between two or more individuals, based on the quality of communication and the level of 

trust and mutual support. For this research, the variables of connectivity, positive connection, and mutuality, which are 

components of this concept, will be measured. 

According to Gross (2018) and Hoch and Kozlowski (2014), leadership is a crucial factor in enhancing the 

performance of hybrid teams. Zhang et al. (2022) conducted a study in China involving 90 hybrid teams comprising 388 

members and 90 leaders. They administered the "High-Quality Interpersonal Relationships" (HQIRs) questionnaire 



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developed by Carmeli (2003). The study examined how authentic leadership can impact virtual team performance, focusing 

on the mechanisms involved through high-quality interpersonal relationships and task interdependence. The findings 

revealed that authentic leadership positively affects virtual team performance, and high-quality interpersonal relationships 

mediate the relationship between authentic leadership and virtual team performance. An indirect relationship between 

authentic leadership and hybrid team performance through high-quality interpersonal relationships was also identified. 

 

Task Performance 

An increasing number of workplaces offer the option to work in hybrid teams. However, there is still an ongoing debate 

about how this arrangement impacts team members' performance. Challa and Perwez (2023) argued that "leadership plays 

a critical role in shaping organizational performance." 

There are three dimensions of the Individual Work Performance Questionnaire (IWPQ) Koopmans et al. (2019): 

task performance, contextual performance, and counterproductive work behaviour. For this research, we will use five items 

of the IWPQ, which measure the dimension of task performance. Task performance refers to "behaviours that contribute to 

producing a good or providing a service" (Rotundo & Sackett, 2002). According to Koopmans et al. (2011), this includes 

completing work tasks, maintaining up-to-date knowledge, working with precision and cleanliness, planning, organizing, 

and problem-solving, among others. 

 

H2: There is a positive correlation between authentic leadership and interpersonal relationships and task performance in 

hybrid work teams. 

 

MATERIALS AND METHODS 

The purpose of this section is to describe the methodology employed to test whether there is a correlation between 

transformational and authentic leadership as practised by leaders and their impact on interpersonal relationships and 

perceived task performance among team members in hybrid teams (as reported by the group members) within the student 

organizations context. This study involved two independent variables (transformational leadership and authentic leadership), 

two dependent variables (interpersonal relationships and performance in virtual teams), and three control variables (gender, 

age, and tenure of the employee). This quantitative study addresses the following research question (Creswell, 2009): Is 

there a correlation between transformational and authentic leadership practised by leaders and its impact on interpersonal 

relationships and perceived task performance among team members in hybrid teams? 

 

Instrumentation 

For this quantitative research, four previously investigated and validated instruments were utilized: the Authentic Leadership 

Questionnaire (ALQ) Avolio et al. (2007), which has an acceptable internal consistency reported with Cronbach’s alpha 

values ranging from .66 to .93; the Multifactor Leadership Questionnaire (MLQ-5X) Bass and Avolio (1994), known for its 

high reliability with a reported Cronbach’s alpha of 0.71; the HQIR: High Quality Interpersonal Relationships 

Questionnaire, Carmeli et al. (2009), which also exhibits high reliability with a reported Cronbach’s alpha of 0.93; and the 

Individual Work Performance Questionnaire (IWPQ) Koopmans et al. (2011), with Cronbach's alpha values ranging from 

0.77 to 0.83, and which will be used with a standard translation into Latin American Spanish. 

In this way, this study used a questionnaire that helped measure and analyze the effect of transformational and 

authentic leadership on the team members' interpersonal relationships and task performance. The questionnaire contained a 

total of 57 items, and it incorporated the ALQ, which has 16 items; the MLQ-5X, which has 20 items; the HQIR, which has 

12 rated items; and the IWPQ, which we used 5 items to measure the task performance variable and 4 items to measure 

control variables. The ALQ and the MLQ-5X are already translated into Spanish, so the current study invited two 

professors/experts to examine the HQIR and IWPQ to ensure the appropriate translation, vocabulary, and order/structure of 

the instrument's questions into Spanish. 

 

Data Collection Procedure 

The data collection for this quantitative and non-experimental study involved using surveys to "provide a quantitative or 

numerical description of a trend and attitudes within a population by studying a sample of that population" (Creswell, 2009). 

Once sufficient responses were collected and the data collection period ended, all sample data were imported into SPSS 

Statistics 21.0 using fictitious codes for analysis. The following steps were used to analyze the data: 

1. Reporting control variables: the control variables from the survey, such as gender, age, and tenure at the Student 

Leadership Center, were reported. 

2. Descriptive analysis: A descriptive analysis was performed after conducting convergence tests for each instrument 

and normality tests for the study. Results were presented in tables displaying frequencies and percentages. 

3. Internal consistency: the internal consistency (Cronbach's alpha scores) of the four scales used in the sample was 

reported. 

4. Correlation analysis: the independent variables (transformational leadership and authentic leadership) were 

correlated with the dependent variables (interpersonal relationships and task performance in virtual teams) using 

Spearman's correlation to identify whether there were small, medium, or firm correlations. 

5. Regression analysis: The assumptions of normality and homogeneity of variance were tested. To address 

Hypothesis 1, a hierarchical multiple regression analysis was conducted to examine the effect of transformational 

leadership on interpersonal relationships and performance in virtual teams (first model). Subsequently, to address 



Salcedo et al., Bangladesh Journal of Multidisciplinary Scientific Research 9(5) (2024), 1-9

 

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Hypothesis 2, a hierarchical multiple regression analysis was performed to analyze the effect of authentic leadership 

on interpersonal relationships and performance in virtual teams (second model). 

6. Statistical significance: Tables indicated whether the results were statistically significant. Inferential statistics were 

used to assess the reliability of the findings, validate the two hypotheses, and reject the null hypotheses. The 

minimum acceptable alpha level for validating the research was set at .05 (two-tailed) to declare the study 

statistically significant. 

7. Data interpretation: Interpretations of the data were presented, detailing how the results supported or did not support 

the two hypotheses of the study. 

8. Implications and future research: The possible implications of the results for practical considerations and future 

research were discussed and explained. 

 

RESULTS 

This research required a minimum of 105 and 140 surveys to achieve statistical power and potential generalizability of the 

study's findings (Hair et al., 2009). This sample size is considered adequate and robust for an analysis involving two 

independent variables (IVs), two dependent variables (DVs), and three control variables (CVs). During the study, 156 

surveys were collected. 

The sample composition included 121 women (78%) and 35 men (22%). Among the participants, 115 (74%) 

viewed their LeaderLeader as the president or chairperson of their student group, while 41 (26%) considered their 

LeaderLeader as the coordinator or facilitator of the Student Leadership Center (CELES). Regarding age, 62% of the 

participants (96 cases) were between 17 and 20 years old, while the remaining 38% (60 cases) were between 21 and 24 

years old. Regarding tenure as members of CELES, 67% (105 cases) had been part of a student group for one year or less, 

19% (30 cases) had been members for more than one year but less than two years and only 14% (21 cases) had been members 

for more than two years. Table 1 details the control variables: the participants' gender, the LeaderLeader they refer to, the 

respondents' age, and their tenure in student organizations. 

 

Table 1. Control variables: Gender, the LeaderLeader they Refer to, Age, and Tenure (N = 156). 

 
Variables n % 

Gender   

Men 35 22 

Women 121 78 

The LeaderLeader they refer to   

President of the Student Organization 115 74 

Staff of the Student Leadership Center 41 26 

Age   

17-20 96 62 

21-24 60 38 

Tenure   

1 day - 1 year 105 67 

1 year 1 month - 2 years 30 19 

2 years and more 21 14 

Source: Information obtained from the authors using the study results. 

 

Reliability Analysis 

The Cronbach's alpha was used to examine the reliability and internal consistency of the four instruments used in this study: 

ALQ (Authentic Leadership), MLQ-5X (Transformational Leadership), HQIR (High-Quality et al.), and IWPQ (Individual 

Work Performance Questionnaire). The Cronbach's alpha (α) for Authentic Leadership is α = 0.95, for Transformational 

Leadership is α = 0.97, for High-Quality Interpersonal Relationships is α = 0.94, and for Individual Work Performance is α 

= 0.83. The instruments ' reliability is confirmed since Cronbach's alpha (α) for each mentioned variable is above 0.60. The 

results are presented in Table 2. 

 

Table 2. Reliability Analysis, Alfa Cronbach ALQ, MLQ, HQIR y IWPQ (N = 156) 

 
Instrument Variable Alfa Cronbach α 

ALQ Authentic leadership α = 0.95 

MLQ-5X Transformational leadership α = 0.97 

HQIR Interpersonal relationships α = 0.94 

IWPQ Task performance α = 0.83 

Source: Information obtained from the authors using the study results. 

 

A normality test assessed the data distribution for each studied variable. The Kolmogorov-Smirnov statistical test 

was used. The results of the test indicated that the analyzed variables do not follow a normal distribution (p < 0.05 in all 

cases), suggesting the need for a non-parametric (non-linear) test. Authentic Leadership, Transformational Leadership, 

Interpersonal Relationships, and Task Performance all showed a level of significance (p ≤ 0.001). Therefore, the statistical 

and correlation procedures will be carried out using Spearman's correlation. The results are presented in Table 3. 

 

 



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Table 3. Normality Test Kolmogorov Smirnov (N = 156). 

 
Variable p  Interpretation 

Authentic leadership <0.001 No parametrics 

Transformational leadership <0.001 No parametrics 

Interpersonal relationships <0.001 No parametrics 

Task performance <0.001 No parametrics 

Source: Information obtained from the authors using the study results. 

 

Convergence Analysis 

A Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy was conducted to assess the suitability of the data for 

analysis. All factor loadings demonstrated valid KMO values (KMO > 0.5). The results were as follows: Authentic 

Leadership (KMO = 0.942), Transformational Leadership (KMO = 0.951), Interpersonal Relationships (KMO = 0.935), and 

Task Performance (KMO = 0.828). The results are presented in Table 4. 

 

Table 4. Convergence Analysis, Kaiser Meyer Olkin Measure of Sampling KMO (N = 156). 

 
Variables KMO 

Authentic leadership 0.942 

Transformational leadership 0.951 

Interpersonal leadership 0.935 

Task performance 0.828 

Source: Information obtained from the authors using the study results. 

 

Descriptive Statistics and Correlations 

Descriptive statistical procedures and bivariate correlation analyses were conducted for the four variables of the study: 

authentic leadership, transformational leadership, interpersonal relationships, and task performance. Spearman's correlation 

analysis revealed the following results: Authentic leadership and perceived interpersonal relationships showed a moderate 

positive correlation (r = 0.598, p ≤ 0.001). Authentic leadership and perceived performance exhibited a moderate positive 

correlation (r = 0.400, p ≤ 0.001). Transformational leadership and perceived interpersonal relationships demonstrated a 

strong positive correlation (r = 0.668, p ≤ 0.001). Transformational leadership and perceived performance had a moderate 

positive correlation (r = 0.512, p ≤ 0.001). Table 5 presents the descriptive statistics and correlations for authentic leadership 

in relation to the study variables. Table 6 shows the descriptive statistics and correlations for transformational leadership 

concerning the study variables. 

 

Table 5. Descriptive Statistics and Correlations, Authentic Leadership, Spearman (N = 156). 

 
Variables R p Spearman 

Interpersonal relationships 0.598 =< 0.001 Positive moderate correlation  

Task performance 0.400   =<0.001 Positive moderate correlation  

Source: Information obtained from the authors using the study results. 

 

Table 6. Descriptive Statistics and Correlations, Transformational Leadership, Spearman (N = 156). 

 
Variables R p Interpretación Spearman 

Interpersonal relationships 0.668 =< 0.001 Positive strong correlation 

Task performance 0.512   =<0.001 Positive moderate correlation 

Source: Information obtained from the authors using the study results. 

 

Hierarchical Multiple Regression 

A hierarchical multiple regression analysis was conducted to test the hypotheses to determine the variability between factor 

loadings. Authentic leadership accounted for 57% of the variance in interpersonal relationships (R² = 0.57, p = 0.001). 

Additionally, authentic leadership accounted for 36% of the variance in task performance (R² = 0.36, p = 0.001). To test the 

second hypothesis, a hierarchical multiple regression analysis revealed that transformational leadership accounted for 61% 

of the variance in interpersonal relationships (R² = 0.61, p = 0.001). Transformational leadership also accounted for 44% of 

the variance in performance (R² = 0.43, p = 0.001). When examining the combined effect of both authentic and 

transformational leadership, these variables together explained 62% of the variance in interpersonal relationships (R² = 0.62, 

p = 0.001) and 44% of the variance in performance (R² = 0.44, p = 0.001). Table 7 summarizes the results of the hierarchical 

multiple regression analysis. 

 

Table 7. Hierarchical Multiple Regression (N = 156). 

 
Items R2 % p 

Authentic Leadership    

Interpersonal relationships 0.57 57% 0.001 

Task performance 0.36 36% 0.001 

Transformational Leadership    

Interpersonal relationships 0.61 61% 0.001 



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Task performance 0.43 44% 0.001 

Authentic and Transformational Leadership    

Interpersonal relationships 0.62 62% 0.001 

Task performance 0.44 44% 0.001 

Source: Information Obtained From The Authors Using The Study Results. 

 

DISCUSSIONS 

The findings of this study supported both hypotheses, demonstrating a positive correlation between transformational 

leadership and both interpersonal relationships and performance in hybrid teams. Additionally, there is a positive correlation 

between authentic leadership and both interpersonal relationships and task performance in hybrid teams. Hypotheses 1 and 

2 were confirmed through hierarchical multiple regressions, establishing a positive relationship between transformational 

and authentic leadership and interpersonal relationships and performance. 

Firstly, the findings of this study align with previous research on transformational leadership and its positive impact 

on interpersonal relationships and task performance. For instance, the study titled “Transformational Leadership and 

Performance: An Experimental Investigation of the Mediating Effects of Basic Needs Satisfaction and Work Engagement” 

(Kovjanic et al., 2013) demonstrated a direct and positive relationship between transformational leadership and interpersonal 

relationships (β = .77, p = .001). Similarly, the study revealed a positive relationship between transformational leadership 

and task performance (β = .64, p = .001). 

Secondly, the results of this study regarding authentic leadership and its positive impact on interpersonal 

relationships and task performance corroborate previous research. For example, the study “Enhancing Virtual Team 

Performance via High-Quality Interpersonal Relationships: Effects of Authentic Leadership” (Zhang et al., 2022) illustrated 

a direct and positive relationship between authentic leadership and interpersonal relationships (R² = 0.498, p = .01). 

Additionally, the study showed a positive relationship between authentic leadership and task performance (R² = .295, p = 

.01). 

This quantitative research documented how behaviors aligned with authentic and transformational leadership 

predict and enhance interpersonal relationships and task performance among members of virtual teams. However, this study 

has strengths and limitations like any research design. Strengths: The study employed a comprehensive methodology, 

including multiple validated instruments and statistical analyses, to ensure robust results. With 156 surveys collected, the 

sample size was adequate for statistical power and generalizability. The hypotheses were clearly defined, focusing on the 

relationships between transformational and authentic leadership, interpersonal relationships, and task performance. Given 

the increasing prevalence of remote work, the study's focus on hybrid teams is highly relevant in the current context. 

This research is the first study on authentic and transformational leadership in Mexico, which is applied to and 

directed at higher education students working in hybrid teams. The primary strength was that the findings demonstrated a 

moderate positive relationship between authentic and transformational leadership constructs and both dependent variables: 

interpersonal relationships and task performance in hybrid teams. 

 

CONCLUSIONS 

This study sought to evaluate the impact of authentic and transformational leadership on two critical variables: task 

performance and interpersonal relationships, with a particular emphasis on leaders within higher education and student 

hybrid work teams. 

This quantitative research presented significant findings that other colleagues, researchers, and scholars might 

consider when exploring and analyzing authentic and transformational leadership and its relationship with task performance 

and interpersonal relationships within hybrid teams. First, building on this study's insights into how authentic and 

transformational leadership positively impacts task performance and interpersonal relationships, academics and future 

researchers should continue to explore and assess authentic and transformational leadership within the Mexican context 

using different samples, such as businesses and organizational settings. These samples provide an opportunity to compare 

the results of the current study with future findings emerging from these diverse and robust samples. 

Future researchers may expand their focus by exploring and linking the effects of authentic and transformational 

leadership to other variables such as organizational behaviour, organizational commitment, follower satisfaction, 

organizational climate, trust in the leader, job satisfaction, structural empowerment, collective efficacy, group performance, 

employee innovation, organizational trust, and positive psychological capital. 

Future researchers might also consider using qualitative or mixed methods better to understand the effects of 

authentic and transformational leadership. Finally, due to the need for more empirical results on authentic and 

transformational leadership and its outcomes, future researchers aiming to assess the effects of these leadership styles on 

other variables using quantitative methods should continue employing reliable and validated instruments to enhance the 

current knowledge and understanding of authentic and transformational leadership. 

  

 
Author Contributions: Conceptualization, J.S. and A.G.; Methodology, J.S. and A.G.; Software, J.S. and A.G.; Validation, J.S. and A.G.; Formal 

Analysis, J.S. and A.G.; Investigation, J.S. and A.G.; Resources, J.S. and A.G.; Data Curation, J.S. and A.G.; Writing –Original Draft Preparation, J.S. and 
A.G.; Writing –Review & Editing, J.S. and A.G.; Visualization, J.S. and A.G., Supervision, J.S. and A.G. Project Administration, J.S. and A.G.; Funding 

Acquisition, J.S. and A.G. Authors have read and agreed to the published version of the manuscript.  

Institutional Review Board Statement: Ethical review and approval were waived for this study because the research does not involve vulnerable groups 
or sensitive issues. 

Funding: The authors received no funding for this research. 



Salcedo et al., Bangladesh Journal of Multidisciplinary Scientific Research 9(5) (2024), 1-9

 

8 

Acknowledgements: Special thanks to the following students for the data collection at the Universidad de Monterrey, Mexico: Paulina Cavazos, Katia 

González, Natalia Torres, & Maria Fernanda Aguirre. 

Informed Consent Statement: Informed consent was obtained from all subjects involved in the study. 

Data Availability Statement: The data presented in this study are available on request from the corresponding author. The data are not publicly available 
due to restrictions.  

Conflicts of Interest: The authors declare no conflict of interest.      

 

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