Effects of organizational leadership style on organizational and community capacity: Indigenous secondary local level organizations in Ecuador
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The analysis in this presentation relates indicators of social capital and organizational capacity in four secondary-level indigenous organizations (SLOs) in Ecuador to similar variables in a sample of twenty communities that are dependent upon those secondary organizations. Results suggest that a more flexible but efficient organizational structure, rather than a bureaucratic, top-down approach by the encompassing secondary-level organization is more propitious for the development of intra- and inter-community cooperation, reduces internal conflicts within the communities and further contributes to satisfaction with service delivery in the communities. The approach however does not seem to have much effect on the development of social capital at the community level, suggesting that SLOs may need to be more overt in their collaboration with member communities in a common effort to strengthen the latter's social capital and organizational capacity. Interestingly, a more top-down bureaucratic approach by the SLO generates more conflict at the local level, thereby apparently opening up leadership opportunities for new residents, old people, and women in particular. There is need to explore this unanticipated consequence more fully and to determine if there are alternative ways of encouraging more inclusive community leadership.