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Companies commonly devote significant resources and efforts to develop and deliver new products and services to their customers, and so, generate economic growth. Although it is indispensable to compete in this global era, it is relevant to ask some questions: is it enough to focus on these actions to get the expected results?, what other factors should be considered to sharpen the focus on customers and promote the creation of value for stakeholders? While this task must include various factors, it is convenient to take into account the climate and culture as it has been proven that they exert influence on the functioning of the organization. Focusing on the technical, operational and economic aspects is not enough, it is also necessary to create an environment for continuous learning in order to increase the future organizational capacity and to project the company toward a more complex and demanding world. For this purpose, climate and culture are important dimensions that must be analyzed through a wider view. In recent years we have seen a growing interest of researchers, consultants and executives to manage the organizational climate as a relevant factor to foster an environment of wellbeing that boost performance and facilitate internal relationships. At the same time, it has increased the study on specific or focused climates, for example, climate focused on service, on safety, or diversity, among others. Especially the study of services companies has verified the benefit of creating a focused climate as the climate for wellbeing is not enough to achieve the efficacy of its strategic management. In the other hand, interest in the study of organizational culture that had great momentum during the 80s and 90s, arguing its important influence on the processes of change and organizational improvement, now it receives less attention from researchers and executives. This situation has probably prevented the enough analysis about the integration climate-culture as a foundation for promoting specific behaviors and actions within the organization. Climate and culture are key concepts to understanding what happens within the organization and why it happens. Thus, they should be analyzed together with higher interest by researchers, and should be better managed by both top and middle managers within the organizational context. Therefore, in this article we utilize a systemic thinking that allows us to integrate the strategic aspect of the business to climate, from a psychological-social view, and culture, from an anthropological field. We identify the main characteristics of these dimensions and propose their connection to a consistent service orientation that favors effectiveness and positive organizational learning. While leadership as an important role for creating a climate and culture is highlighted in organizational literature, it has not been sufficiently identified this role among hierarchical levels. Particularly, it has not been explored in depth the leadership of middle managers for strengthening these dimensions with a service focus. Therefore, we consider this leadership as a crucial role to connecting and strengthening a service climate and culture as the hypothesis of our work. So, after reviewing the concepts of organizational and service climate and culture, we propose a leadership model focused on service, and finally we describe its application and validation through the group of middle managers of a multinational company in Peru.

revista empresa y humanismo

Cómo fortalecer el clima y la cultura de servicio a través del liderazgo de servicio del mando intermedio: caso de estudio en una compañía multinacional