Transpersonal management:

the new trend in the

business world

Administración transpersonal:

la nueva tendencia en el

mundo empresarial

How to cite: Romero, L. B. L. y Piña, B. M. E. (2024). Transpersonal management: the new trend

in the business world. Revista Digital de Investigación y Postgrado, 5(10), 187-194.

187

Mario Enrique Piña Baquero**

https:orcid.org/0000-0002-7502-0765

Maracaibo, Zulia sate / Venezuela

Beisy Lisbeth Romero Luzardo*

https:orcid.org/0000-0003-3403-3460

Maracaibo, Zulia state / Venezuela

* Dra. in Managerial Sciences, Universidad Latinoamericana y del Caribe, Venezuela. Head of Administration Coor-

dination at the International Foundation Universidad del Amor. E-mail: beisyr1310@gmail.com

Bachelor's Degree in Education with a focus on Social Sciences, Universidad Católica Cecilio Acosta, Venezuela

(UNICA). Rector of the International Foundation Universidad del Amor. E-mail: Baquerolastmi@gmail.com

Revista Digital de Investigación y Postgrado, 5(9), 187-194

Electronic ISSN: 2665-038X

Received: February / 20 / 2024 Reviewed: February / 23 / 2024 Approved: April / 5 /2024

Abstract

The study investigated the relationship between administration management and transper-

sonal competencies, giving rise to a new management model to improve business efficiency.

Organizational learning management was identified as key, creating an environment condu-

cive to acquiring knowledge and skills. This contributes to the continuous development of

the company, allowing adaptation and innovation. Theories on competencies and transper-

sonal psychology were recognized, applied to business management. Highlighting the in-

fluence of organizational culture and the relevance of transpersonal competencies. Adopting

a quantitative and deductive approach, the influence of organizational culture on manage-

ment and the relevance of transpersonal competencies was highlighted. The conclusion high-

lights the need for a renewed managerial approach, integrating transpersonal skills to drive

socioeconomic progress at Fundaunamor. These competencies promote holistic management,

supported by specific strategies such as cultural promotion and creating an enabling envi-

ronment.

Keywords: Model, Management, Administration, Culture, Learning, Innovation.

Resumen

El estudio investigó la relación entre la gerencia de administración y las competencias trans-

personales, dando lugar a un nuevo modelo gerencial para mejorar la eficiencia empresarial.

Se identificó la gestión del aprendizaje organizacional como clave, creando un entorno propicio

para adquirir conocimientos y habilidades. Esto contribuye al desarrollo continuo de la empresa,

permitiendo la adaptación y la innovación. Se reconocieron teorías sobre competencias y psi-

cología transpersonal, aplicadas a la gerencia empresarial, destacando la influencia de la cultura

organizacional y la relevancia de las competencias transpersonales. Se adoptó un enfoque

cuantitativo y deductivo, se destacó la influencia de la cultura organizacional en la gestión y la

relevancia de las competencias transpersonales. La conclusión resalta la necesidad de un en-

foque gerencial renovado, integrando habilidades transpersonales para impulsar el progreso

socioeconómico en Fundaunamor. Estas competencias promueven una gestión holística, res-

paldada por estrategias específicas como la promoción cultural y la creación de un ambiente

propicio.

Palabras clave: Modelo, Gestión, Administración, Cultura, Aprendizaje, Innovación.

Introducción

In a world of transformation and change, leadership and management are crucial for business

excellence and organizational learning. Today, social, environmental, and ethical awareness is

essential for sustainable success, driving the emergence of conscious organizations that inte-

grate a holistic vision and a commitment to well-being, marking a new trend in the contempo-

rary business market.

188

Beisy Lisbeth Romero Luzardo and Mario Enrique Piña Baquero

Revista Digital de Investigación y Postgrado, 5(10), 187-194

Electronic ISSN: 2665-038X

189

Managerial models are valuable tools for improving organizational management. Common

problems include rigidity in changing environments, limiting standardization, and lack of focus

on the human factor. There is a recognized need to adapt models to the specific culture and

objectives of each entity, as no single model is suitable for all organizations.

The purpose of this research is to explore how transpersonal competencies, which transcend

individual limits, can underpin a managerial model aligned with the values and mission of cons-

cious organizations. It analyzes how these competencies affect corporate culture, decision-ma-

king, communication, and the achievement of sustainable results.

The analysis examines theories related to transactional leadership. According to Koontz &

Weihrich (2008, p. 458), “leaders strive to ensure organizational effectiveness and efficiency”.

These studies support the idea that leaders play a crucial role, working to achieve optimal re-

sults in terms of effectiveness and efficiency, fostering clear communication, and collaborative

motivation.

Regarding transformational leadership, Hellriegel & Slocum (2009, p. 301) go beyond predicting

trends, “inspiring new visions, and fostering the development of leadership skills. They also focus

on creating a learning community within the organization, facilitating the facing of challenges

and obtaining significant rewards”.

Therefore, charismatic leaders, as noted by Stoner et al. (1996, p. 534), exert significant influence,

“generating an emotional impact on their followers that goes beyond their individual skills and

characteristics. Their ability to inspire, motivate, and mobilize others towards common goals is

a distinctive trait, making them figures who transcend and bring about changes in organiza-

tions”.

In business administration management, the importance of adapting leadership to the par-

ticularities of each project and team is highlighted. To achieve this effective adaptation,

transactional, transformational, and charismatic leadership theories are used, offering di-

verse approaches depending on the needs and dynamics of each work environment. Busi-

ness administration management is the key to success, influencing not only efficiency in

facing challenges but also the ability to seize opportunities in a dynamic business environ-

ment. Flexibility drives innovative strategies, which are key to sustainability in a dynamic

market.

To make sense of the findings, the article is developed and contextualized as follows: it repre-

sents a review of the literature and key terms such as managerial administration model, orga-

nizational culture, organizational learning, conscious organizations, competencies, transpersonal

psychology, and transpersonal competencies, among others. This action is essential for a deep

understanding of each concept and constitutes a fundamental prerequisite for exploring theo-

retical and empirical perspectives. Then, the methodology is presented, followed by the discus-

sion of the obtained results, and finally, the conclusions.

Transpersonal management: the new trend in the business world

190

Beisy Lisbeth Romero Luzardo and Mario Enrique Piña Baquero

Methodology

The study employed an explanatory methodology to understand the underlying causes of a

specific phenomenon, aligned with the theoretical foundations of Carrasco (2006). A non-ex-

perimental and cross-sectional approach was used, following the guidelines of Hernández et

al. (2016). The investigated population included 169 participants from Fundaunamor, with a sam-

ple of 63 individuals selected through stratified sampling. Data were collected through obser-

vations, surveys, and a 30-item questionnaire based on the Likert scale. The instrument was

validated by experts and demonstrated high reliability with a Cronbach's Alpha coefficient of

0.777. Data were analyzed using statistical techniques of frequency distribution. This methodo-

logical approach allowed for a detailed evaluation of the properties and attributes of the ma-

nagerial management model implemented at Fundaunamor as a solution to the investigated

issue.

Results

Table 1

Variable: Modelo gerencial de administración. Dimensión: Organización

Note: Authors' own elaboration (2024).

Table 1 reveals crucial aspects of "organizational culture" within the surveyed organizations, sho-

wing a concerning distribution in the adoption of cultural practices. 31.75% of the responses in-

dicated an absence ("never") of these practices, and 30.16% reported their occurrence as "rarely."

In contrast, 20.63% stated that these practices occur "almost always," and 17.66% see them "al-

ways." The average of 2.36% reflects a low level of application, evidencing insufficient imple-

mentation of organizational culture practices. This result highlights the lack of recognition of

individual contributions and suggests that few people believe the organization fosters the adop-

tion of new beliefs and styles.

Response Category

Always

Almost

Always

Rarely Never

Weighted

Average

Category

Indicators Ítems

4 3 2 1

Fa % Fa % Fa % Fa %

Bioneuroemotion 9 - 12 9 3,57 12 4,76 16 6,35 215 85,32 1,26

Low

Level

Levels of

Consciousness

13 -16 12 4,76 5 1,98 51 20,24 184 73,02 1,38

Low

Level

Meditation 17-20 13 5,16 13 5,16 39 15,48 167 74,21 1,41

Low

Level

Spiritual Leadership 21-24 5 1,98 7 2,78 52 21,83 185 73,41 1,31

Low

Level

Transpersonal

Leadership

25-28 10 3,97 12 4,76 44 17,46 186 73,81 1,39

Low

Level

Total 49 3,88 49 3,88 202 16,28 957 75,96 1,35

Dimension Average 1,35

Dimension Category Low Level

192

Beisy Lisbeth Romero Luzardo and Mario Enrique Piña Baquero

Regarding "levels of consciousness," 73.02% of participants chose "never," 20.24% "rarely," 4.76%

"always," and 1.98% "almost always," resulting in an average of 1.38, also indicating a low level

of application. Finally, for the "meditation" indicator, the highest percentage was for "never" at

74.21%, followed by "rarely" at 15.48%, while the options "almost always" and "always" combined

for 13%. The average for this indicator was 1.41, similarly reflecting a low level of application.

The results highlight the lack of integration of transpersonal competencies such as Bioneuroe-

motion, levels of consciousness, and meditation within the organization, showing significant room

for improvement. Regarding "spiritual leadership," a predominant 73.41% indicated they "never"

practice it, followed by 21.82% who said "rarely," with only 2.78% and 1.98% choosing "almost al-

ways" and "always" respectively, resulting in an average of 1.41, indicating minimal application.

Similarly, "transpersonal leadership" reflected a low level of application with 73.81% choosing

"never," suggesting an urgent need to strengthen these key areas within the organization.

The evaluation of the "organization" dimension in transpersonal competencies reveals an ave-

rage of 1.35, indicating a low level of application and highlighting the critical need to reinforce

and integrate these skills within the organizational context. This situation presents an essential

opportunity to enhance the efficiency and performance of leaders through the development

of these competencies. Implementing them would not only improve internal management but

also promote a more harmonious and productive work environment, thereby strengthening

the organizational culture. It is imperative to invest in the development of these competencies

to ensure the sustainable growth and long-term success of the organization.

Discussion

The data in Table 2, focusing on "Transpersonal Competencies" within the "organization" di-

mension, show specific results for various indicators. For the "Bioneuroemotion" indicator, the

majority of respondents, 85.32%, indicated they "never" experienced it, followed by 6.35% who

said "rarely," 4.76% who chose "almost always," and 3.57% who responded "always." This results

in an average of 1.26, evidencing a very low implementation of this competency.