Fernando Díez

Universidad de Deusto, Departamento de Educación, Faculty Member

Universidad de Deusto, Departamento de Psicología, Faculty Member

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Fernando Díez holds a Ph.D. in Education from the University of Deusto. Executive MBA from INSIDE (International Institute of Business Management), La Comercial (University of Deusto) and a Senior Management Programme of Research, Innovation and Technology Transfer Institutions from IESE Business School. He has been Director of DEIKER-OTRI (Knowledge Transfer Office & Publications) and Deputy Director of the Deusto Foundation, Fernando has more than 30 years of experience in business management.

He is Associate Professor in the Faculty Education and Sport. He is professor of Leadership and Social Entrepreneuship (Master of Talent Management-Advantere School of Management, Madrid), Organizational Behaviour (Master EMBA-Deusto Business School, Bilbao), Leadership (Master of International Relations & Business Diplomacy, Bilbao) and Emotions in Organizations (Master of Human Resources Management-Deusto Business School, Bilbao).

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Papers by Fernando Díez

La frontera de los 150: por qué no podemos tener un millón de amigos

The Conversation, 2026

¿Es mejor tener mil amigos que poder contar con diez? La respuesta parece sencilla, pero no lo es... more ¿Es mejor tener mil amigos que poder contar con diez? La respuesta parece sencilla, pero no lo es tanto. Vivimos rodeados de contactos, seguidores, grupos de WhatsApp y redes profesionales que prometen ampliar nuestras relaciones hasta límites impensables hasta hace apenas unas décadas. Pero mientras la tecnología multiplica nuestras conexiones, nuestra capacidad para construir vínculos significativos parece mantenerse obstinadamente estable.

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El liderazgo silencioso impulsa una nueva forma de influir en las organizaciones

Capital Humano, 2026

En un contexto empresarial dominado por la visibilidad constante, el personal branding y la expos... more En un contexto empresarial dominado por la visibilidad constante, el personal branding y la exposición pública, emerge una forma de liderazgo que reivindica justo lo contrario: influir sin ocupar permanentemente el centro de atención. El llamado liderazgo silencioso se consolida como un modelo basado en la coherencia, la escucha, la autoridad moral y la capacidad de construir organizaciones más autónomas, maduras y sostenibles. Lejos de la ausencia de liderazgo, este enfoque plantea una influencia menos dependiente del carisma y más apoyada en la consistencia, la cultura y el desarrollo de los equipos. Especialmente eficaz en entornos complejos y basados en el conocimiento, el liderazgo silencioso propone liderar no para destacar, sino para hacer crecer a los demás.

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Prevención de la drogodependencia a través de la educación en valores

Comunidad educativa, 1996

Relationships Between Generational Handover Protocols, Knowledge Transfer Behavior, and Key Organizational Outcomes

by Fernando Díez and José Miguel Román Gutiérrez

Systems, 2025

(1) Background: This paper examines the relationships between generational handover protocols, kn... more (1) Background: This paper examines the relationships between generational handover protocols, knowledge transfer behavior, and key organizational outcomes. (2) Methods: A quantitative design was applied, using non-parametric tests and partial least squares structural equation modeling (PLS-SEM) on survey data from 168 employees in companies located in the Basque Country. (3) Results: The presence of formal knowledge transfer protocols and generational handover processes was significantly associated with greater employee knowledge-tranfer behaviors. These behaviors, in turn, had significant positive effects on organizational innovation and job performance. Although moderate correlations were observed with strategy, performance, and competitive advantage, the structural model did not confirm direct relationships. (4) Conclusions: Despite their strategic importance, many organizations still lack formalized mechanisms for knowledge preservation. This study offers a framework for understanding the impact of structured knowledge transfer practices on organizational performance and suggests avenues for future research in knowledge continuity and succession planning.

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Differences in the Use of Strength-based Leadership among Spanish Armed Forces Commissioned Officers

by Fernando Díez and Elene Igoa Iraola

Journal of Work and Organizational Psychology , 2025

Leadership is a critical factor for the effective functioning of organizations. In the case of th... more Leadership is a critical factor for the effective functioning of organizations. In the case of the Armed Forces, leadership is embedded in its culture. Doctrine, regulations, principles, and values define military leadership. Mission fulfillment is the axis around which a leader's command revolves (Díez et al., 2023). There is no leadership without a mission, and there is no mission without effective command. Military leadership directly influences operational effectiveness, mission success, and organizational cohesion. The mandate and missions of the Spanish Armed Forces (hereafter, FAS) have evolved with societal changes and national needs. FAS are organized into the Army, the Navy, and the Air and Space Force. All are structured around Headquarters, Force, and Support Force. Additionally, there are four Joint Corps: Legal, Comptroller, Medical and Band Corps. Leadership involves getting team members to carry out the assigned tasks and activities. The resources they deploy relate to their capacities, skills, and knowledge. Leading through the strengths of team members fosters a positive spirit, focusing on excellent performance rather than areas of improvement. The greatest potential for development and growth in employees lies in their strengths (Buckingham & Clifton, 2001). Based on these premises, this leadership approach has the potential to maximize followers' capabilities, optimize goal achievement, and promote high performance (Lee, 2015). The consequences are greater commitment

format_quoteParticipants' average LSQ score was 119.20, indicating a general high inclination towards Strengths-based Leadership across dimensions.format_quote

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¿Alineamos la educación con el trabajo?

TELOS, 2025

La formación de los jóvenes no siempre está en línea con las demandas del mercado laboral. La aut... more

"Due to the composition of the feedback, I think it's a girl": The effects of gender and peer feedback content on essay revisions and perceptions of peer feedback

Studies in Educational Evaluation, 2025

This study explores the impact of peer feedback content (concise general vs elaborated specific),... more This study explores the impact of peer feedback content (concise general vs elaborated specific), assessee gender (male vs female), and fictitious assessor gender (male vs female vs anonymous) on essay revisions and perceptions of peer feedback. A total of 284 undergraduate students (n Men = 138, n Women = 146) from two private universities in the Philippines participated in this study. Participants submitted an argumentative essay draft (pre-test), received concise general or elaborate specific peer feedback from a fictitious male or female or anonymous peer assessor, and submitted a revised argumentative essay (post-test). We found that the pre-test and post-test essay scores were unaffected by feedback content, assessee, or assessor gender. However, a significant triple interaction emerged between assessee gender, feedback content, and assessment time. Similarly, triple interactions were found for trust in peers as assessors and perceived adequacy of feedback. No interactions were observed for perceptions of (dis)comfort and motivation.

Gender differences in leadership styles: insights from Basque Country enterprises

by Fernando Díez and Elene Igoa Iraola

Corporate Governance, 2025

Purpose-The purpose of this paper is to analyze gender differences in leadership styles in Basque... more Purpose-The purpose of this paper is to analyze gender differences in leadership styles in Basque Country enterprises, identifying unique characteristics and specific barriers faced by female leaders compared to their male counterparts. Design/methodology/approach-The research involved a survey of 537 managers and middle managers from 31 large companies in the Basque Country, Spain. Participants provided data through a structured questionnaire, which included the MLQ-6S leadership test to assess leadership styles. Findings-Results indicate that while women are perceived to excel in several leadership qualities, they face significant barriers to reaching top management positions. Differences in leadership styles between men and women were minimal, though women were more likely to believe in the existence of these differences. The results emphasize the need for targeted interventions to support female leaders and promote gender diversity in leadership roles. Research limitations/implications-The study is limited to large companies in a specific region of Spain, which may affect the generalizability of the findings. Future research should consider a broader geographical scope and a more diverse range of organizational sizes. Originality/value-This research contributes to the understanding of gender dynamics in leadership by providing empirical evidence from a Spanish context, highlighting the perceptions and realities of female representation in management positions.

An Analysis of the Generational Succession Procedures for Retaining Organizational Knowledge in Companies Within the Basque Autonomous Community (Spain

by Fernando Díez and Elene Igoa Iraola

Administrative Sciences, 2025

The retention of organizational knowledge is increasingly challenging for companies giventhe agin... more The retention of organizational knowledge is increasingly challenging for companies giventhe aging workforce, high turnover rates, and declining birth rates. This study explores the knowledge transfer processes during generational transitions and examines how digital transformation facilitates business model innovation. Specifically, it examines theknowledge transfer procedures implemented in companies in the Autonomous Community of the Basque Country, a competitive industrial region in Europe. Using a quantitative approach, 168 individuals in key leadership positions were surveyed on the mechanisms used for knowledge retention and their effectiveness. The results reveal that while companies prioritize knowledge transfer, most lack effective protocols. Organizations employing both digital and analog strategies are perceived as more efficient in retaining knowledge. Only half of the companies integrate knowledge transfer processes into their management strategies, with no observed differences in employee knowledge-sharing behaviors based on company size. This study concludes that a lack of structured procedures may harm long-term competitiveness, recommending that companies invest more in developing formal generational handover protocols. This research underscores the vital importance of knowledge retention for organizational sustainability and highlights the need for further exploration to address this issue.

format_quote59.5% of organizations lack formal knowledge transfer protocols, indicating a critical area for improvement in knowledge retention strategies.format_quote

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Emoción: el ingrediente secreto del aprendizaje

DIGITAL COMPETENCES OF LEADERS AND ENTREPRENEURS IN THE CREATIVE AND MEDIA SECTOR

Economía, derecho y empresa ante una nueva era: digitalización, IA y competitividad en un entorno global, 2024

**Abstract:** This chapter explores the digital competences of leaders and entrepreneurs in the ... more **Abstract:**

This chapter explores the digital competences of leaders and entrepreneurs in the creative and media sectors, focusing on the XD Media Hub project under the Erasmus+ Program. The study leverages the EntreComp and DigComp frameworks to assess key competences necessary for innovation and business growth. Surveying 76 European participants, the research identifies critical competences such as "Ideas and Opportunities" and "Communication and Collaboration." The findings highlight the importance of continuous digital upskilling for navigating industry challenges and opportunities, providing strategic insights for enhancing entrepreneurial and managerial capabilities within the dynamic media and creative industries.

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ENTREPRENEURIAL COMPETENCES FOR A MORE INNOVATIVE "CREATIVE AND MEDIA" SECTOR

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La gestión de personas y los recursos humanos en el siglo XXI: cambio de paradigmas, roles emergentes, amenazas y oportunidades

Capital Humano, 2024

El cambio de la gestión de personal a la gestión de recursos humanos y a la gestión del talento 2/11

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Perceptions of Good Practice in School Leadership: a Comparative Analysis between School Principals and Teachers

Pakistan Journal of Life and Social Sciences, 2024

The importance of school leadership over the last 20 years has been accompanied by the developmen... more The importance of school leadership over the last 20 years has been accompanied by the development and questioning of best management practices of school leaders. This study aims to explore leadership practices in educational centers using Kenneth Leithwood's model, according to the perceptions of principals and teachers. A descriptive and inductive approach was employed, using a questionnaire based on Leithwood's model, composed of 42 items distributed across four dimensions: setting directions, developing people, promoting organizational transformation, and managing the curriculum. The sample included 97 principals and 246 teachers from 16 educational centers in the SouthWest Metropolitan Region of Chile. The findings revealed that principals have a more positive view of leadership practices compared to teachers, who present more critical and varied views. Teaching experience significantly influences these perceptions. The study highlights the need to align the perceptions of both groups to improve educational practices, suggesting a collaborative approach in professional development and decision-making to strengthen leadership and management practices.

format_quoteChilean schools with high managerial leadership scored better in PISA assessments, highlighting the impact of principal leadership on academic achievement.format_quote

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Analysis of Brand Positioning in Online Course Companies to Change Consumption Patterns-A Case Study in the Personal Wellbeing Sector

by Fernando Díez and Begoña Serrano Suarez

Sustaibability, 2024

This article examines the communication and marketing requirements of a prospective business ente... more This article examines the communication and marketing requirements of a prospective business enterprise that specializes in offering online courses focusing on psychology, personal growth and professional development to change patterns of educational production and consumption. The objective of this research is to analyse the necessary brand positioning for this company to improve its visibility, attracting and retaining interested customers. Using a sequential and evidence-based methodology, this study analyses the precise business requirements to establish an optimal and competitive platform for professionals offering wellbeing courses. This involved analysing the characteristics and needs of the target audience—the professionals who would deliver the courses—and the audience who would enrol in the courses. In addition, we assessed the company’s environmental context, its strengths, weaknesses and unique selling points, as well as effective marketing and positioning strategies, and its direct competitors. We identified a growing interest in online training of courses that contribute to wellbeing. Among the target audience, preferences were diverse, with 58.1% leaning towards personal growth, 45.9% interested in meditation and 43.2% in psychology. Social media, particularly YouTube (52.7%), served as the main source of information for these courses. Criticisms focused mainly on issues such as poor visual and audio quality (20%), inadequate structuring of content (30%) and perceived boredom (23.6%). Addressing these preferences through multilingual translation, niche targeting, diverse course offerings, flexible pricing and membership options can effectively cater to diverse customer segments. The findings emphasise the importance of prioritising audiovisual quality and personalised learning experiences to foster audience loyalty.

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Talent Management Digitalization and Company Size as a Catalyst

by Pedro C . Martínez-Morán and Fernando Díez

Systems, 2024

As companies increasingly undergo digital transformation, the role of talent management pro-cesse... more As companies increasingly undergo digital transformation, the role of talent management pro-cesses becomes pivotal in enhancing overall organizational performance. The objective of this research is to assess the extent to which greater digitalization in the talent management process is linked to company size. The research has addressed four research questions to explore The re-search addresses the significance of talent management in corporate digital transformation, ex-amining whether variations in the digitalization of these processes can be attributed to company size. A qualitative approach was employed, utilizing a questionnaire, collecting responses from 202 organizations across diverse sectors. Findings reveal disparities in digitalization throughout the talent management process, with pronounced presence in the attracting, selecting, and re-warding phases, but diminishing in deployment and development, further declining in plan-ning. A positive correlation between company size and adoption of specific digital platforms was observed. Larger enterprises exhibit greater utilization of digital platforms in talent de-ployment and development. Moreover, corporate communication tools are consistently utilized in the rewarding phase, irrespective of company size. These findings offer practical insights for organizations to optimize their digitalization strategies based on their scale, thereby contrib-uting to more effective and tailored digitalization endeavors. The uniqueness of this research lies in its exploration of the influence of company size on the digitalization of talent manage-ment processes and its potential to explain variations across different stages of these processes.

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Procedures for transferring organizational knowledge during generational change: A systematic review

by Elene Igoa Iraola and Fernando Díez

Heliyon, 2024

The loss of organizational knowledge has emerged as a prevalent issue for 21st-century organizati... more The loss of organizational knowledge has emerged as a prevalent issue for 21st-century organizations. This systematic review aims to scrutinize knowledge transfer procedures applied to individuals in managerial and intermediate positions during generational change or knowledge management initiatives. Following the PRISMA statement [1], this review progressed through four stages, applying inclusion and exclusion criteria, and ultimately identifying 28 articles for the final analysis. Descriptive indicators and content-related metrics were employed in the study. Key findings include: (1) predominant investment in knowledge retention studies and procedure design is observed among large companies, primarily in the secondary sector; (2) digitalization emerges as a critical aspect of effective organizational knowledge transfer procedures and protocols; (3) intra-organizational communication styles are predominantly employed for knowledge transfer; (4) organizations prefer a collective approach to transferring both tacit and explicit knowledge. In summary, this research offers fresh insights into a pivotal area of business management, showcasing originality in its exploration of knowledge transfer within the realms of generational change and knowledge management.

format_quote61% of companies use digital procedures for knowledge transfer, highlighting a trend towards modern approaches in practice.format_quote

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Digitalización en gestión de talento

Por qué hablar con uno mismo ayuda a salir adelante entiempos de pandemia

Qué debemos tener en cuenta en una entrevista de trabajo

Fernando Díez

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