Abstract
From their origins, the Nonprofits in Mexico were thought as an instance that should create public value or social utility, which contributes to promoting development. Therefore, the importance of knowing the influence of their leadership in the management of their projects is critical. Method: With the objective to determine the influence of transformational, transactional and laissez faire leadership factors on image and reputation, as well as on corporate social responsibility; to subsequently influence the result variables (satisfaction, extra effort, efficiency), in the perception of 303 employees distributed among managers and subordinates of nonprofits with practice of corporate social responsibility in Mexico, who were provided with the instruments "Adaptation of the MLQ” and “Social Responsibility Practices”. The study is ex post facto, non-experimental, cross-sectional. Results: Instruments showed adequate levels of reliability and validity. With the data collected and the use of structural equation models and partial least squares with latent variables, the causal influence was analyzed graphically and statistically, the test was complemented by boostrapping, observing that the hypotheses trajectories are benefited in the statistical significance test at an interval of 95%. Conclusions: the research hypotheses were verified. Transformational leadership (0.819) influences image and reputation, explaining 67.2% of its variance, and these, in turn, affect (0.778) the result variables, explaining 60.5% of its variance. On the other hand, transformational (0.741) and transactional leadership (-0.073) influence corporate social responsibility, explaining 49.3% of its variance.
