This study examines how change management translates into organizational performance by proposing servant leadership as a relational mediating mechanism in Peruvian manufacturing firms. Drawing on dynamic capabilities theory, social exchange theory, and organizational readiness for change, the research develops a process-oriented framework that challenges the traditional assumption that organizational change automatically improves performance outcomes. A cross-sectional quantitative design was employed using structural equation modeling (SEM) with data collected from 312 managers and administrators in manufacturing companies located in Lima, Peru. The findings reveal that change management does not exert a significant direct effect on organizational performance (β = .091, p > .05). However, change management positively influences servant leadership (β = .294, p < .001), while servant leadership significantly enhances organizational performance (β = .359, p < .001). In addition, the indirect effect is significant (β = .105, p < .001), indicating that servant leadership acts as a critical relational mechanism through which organizational change is effectively translated into performance outcomes. These results suggest that the value of organizational change depends not only on structural transformation but also on the organization's capacity to foster trust, alignment, and employee commitment during periods of transition. The study contributes to the organizational change and leadership literature by advancing a process-based explanation of change effectiveness and providing empirical evidence from an underexplored emerging economy context.

The COVID-19 phenomenon led to an increase in the digitalization of the tourism sector, reducing the demand for services and affecting business performance. There is no doubt that leadership plays a fundamental role in the management of organizations. Therefore, it is necessary to delve deeper into the study of the collaborative style to build social capital and measure the impact it can generate on the performance of tourism companies. The influence of collaborative leadership, in its dimensions of resources and work environment, as well as the mobilization of interest groups, on financial and non-financial performance was analyzed, in addition to the mediation of social capital in this relationship. It was carried out under a quantitative approach, not experimenting in the design, taking the data only once, the sample was made up of 782 representatives of Peruvian tourism companies, using self-administered questionnaires and SEM for the analysis. The results indicate that resources and the work environment positively impact financial performance, but not social capital. Furthermore, stakeholder management influences both non-financial performance and social capital. Likewise, it is confirmed that social capital positively affects both dimensions of organizational performance. A partial mediation of social capital was found, as stakeholder management was associated with non-financial performance, with no mediation in the relationship between resources and work environment on financial performance. These findings highlight the need to strengthen collaborative leadership to improve the performance levels of companies that provide tourism services.