LIDERAZGO TRANSFORMACIONAL, JUSTICIA ORGANIZACIONAL Y RESULTADOS ORGANIZACIONALES

This study aimed to analyze the relationship between transformational leadership and perceptions of organizational justice, as well as to assess the mediating effect of the latter on organizational outcomes. Transformational leadership, defined by dimensions such as idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, has been widely recognized as a key factor in fostering positive work environments and strengthening organizational performance. The research was conducted using a quantitative methodology, with a non-experimental design and a correlational-causal scope. A structured questionnaire was administered to a sample of 233 workers from the public and private sectors in Chile, primarily from the regions of Tarapacá (54.9%) and Metropolitana (18.9%). The sample consisted predominantly of women (65.2%) and, to a lesser extent, men (34.3%), with ages concentrated in the 25–44 range (71.7%). To analyze causal relationships, a structural equation modeling (SEM) approach was employed, estimated using the unweighted least squares method. The results showed an excellent model fit (CFI, TLI, NFI, IFI, and GFI = 0.994; RMR = 0.048). The analysis confirmed that transformational leadership significantly predicts perceptions of distributive (β = 0.826), procedural (β = 0.970), and interactional justice (β = 0.888). In addition, organizational justice exhibited a positive and significant effect on organizational outcomes (β = 0.643), fulfilling a central mediating role. The findings indicate that strengthening equity in processes, interpersonal relationships, and resource distribution is essential to enhancing organizational productivity, highlighting the importance of strategies that integrate transformational leadership with a justice-oriented organizational culture.