The University Social Responsibility (USR) is of vital importance for the development and stability of the high-level study houses nationwide. Promoting the sustainable thinking of the entire university community has become one of the biggest challenges of the Autonomous University of Coahuila, Mexico and in particular of the Faculty of Administration Sciences (FCA). The main goal or objective of this study was to determine the influence that leadership and the Government Nodies (GBs) have in the USR, this last one as a main Stakeholder in the USR, focusing on the issues that the governance of the university exerts as a positive way and in those in which one must work for continuous improvement and the advance towards a new way of approaching the vision and doing in responsible subjects. The empirical investigation had an exploratory character and included a sample of 211 people who study and work in the FCA. The research instrument incorporates questions that relate to the (GBs) with the different Stakeholders. For its evaluation, contingency tables and exploratory factor analysis were used. The results demonstrate the existence of leadership and management in the development of the USR and the need for improvement in issues of promotion and involvement of stakeholders to achieve the common goal, a responsible University. It was concluded that effective leadership is a driving force in issues of USR and that the FCA suffers from an inadequate linkage and promotion of issues related to the development of Stakeholders.

1. AASHE. (2017). Stars technical manual vesion 2.1 (Tech. Rep.). Philadelphia, PA: AASHE.
2. Abadía, M., Mariano, J., & Martín Vallespín, E. (2012). University and sustainable development: Analysis of the accountability of public universities from a social responsibility approach. Revista Iberoamericana de Contabilidad de Gestión, 10(19), 1–18.
   
3. Atakan, M. S., & Eker, T. (2007). Corporate identity of a socially responsible university–A case from the Turkish higher education sector. Journal of Business Ethics, 76(1), 55–68. doi:https://doi.org/10.1007/s10551-006-9274-3
   
4. Avilez, M., & González, M. G., M. A. andMartínez. (2015). University social responsibility with ethical leadership. Vinculategica EFAN, 1(1), 2137-2155.
5. Ball, A., & Bebbington, J. (2008). Accounting and reporting for sustainable development in public service organizations. Public Money and Management, 28(6), 323–326. doi:https://doi.org/10.1111/j.1467-9302.2008.00662.x
6. Beavers, A. S., Lounsbury, J. W., Richards, J. K., Huck, S. W., Skolits, G. J., & Esquivel, S. L. (2013). Practical considerations for usings exploratory factor analysis in educational research. Practical Assessment, Research & Evaluation, 18(6), 1-13.
7. Beltrán-Llavador, J., Íñigo-Bajos, E., & Mata-Segreda, A. (2014). University social responsibility, the challenge of its permanent construction. Revista Iberoamericana de Educación Superior, 5(14), 3–18. doi:https://doi.org/10.1016/s2007-2872(14)70297-5
8. Bonilla-Jimenez, F. I., & Escobar, J. (2017). Focus groups: A conceptual and methodological guide. Cuadernos Hispanoamericanos de Psicología, 9(1), 57-67.
9. Brunner, J. (2011). University governance: Typology, dynamics and trends. Journal of Education, 355(2), 137–159. doi:https://doi.org/10.2307/j.ctv893grj.6
10. Chicharro, M. N., Carrillo, I. A., & Rosa, C. P. (2015). University social responsibility: Empirical study on the reliability of a set of indicators of corporate governance. Innovar, 25(58), 91–103. doi:https://doi.org/10.15446/innovar.v25n58.52428
11. Conway, J. M., & Huffcutt, A. I. (2003). A review and evaluation of exploratory factor analysis practices in organizational research. Organizational Research Methods, 6(2), 147–168. doi:https://doi.org/10.1177/1094428103251541
12. Costello, A. B., & Osborne, J. W. (2005). Best practices in exploratory factor analysis: Four recommendations for getting the most from your analysis. Practical Assessment, Research & Evaluation, 10(7), 1–9.
13. Dahan, G. S., & Senol, I. (2012). Corporate social responsibility in higher education institutions: Istanbul Bilgi University case. American International Journal of Contemporary Research, 2(3), 95–103.
14. De La Corte, C., & Carrasco González, A. M. (2012). The role of leadership styles in the implementation of social responsibility as a philosophy of the new post-crisis model. Universidad de Huelva. Retrieved from https://bit.ly/2GvR83z
15. European Commission. (2006). Delivering on the modernisation agenda for universities: Education, research and innovation (Tech. Rep.). Brussels, Belgium: European Commission.
16. Fabrigar, L. R., Wegener, D. T., MacCallum, R. C., & Strahan, E. J. (1999). Evaluating the use of exploratory factor analysis in psychological research. Psychological Methods, 4(3), 272-299. doi:https://doi.org/10.1037//1082-989x.4.3.272
17. Ganga Contreras, F., Viancos, P., & Leyva Cordero, O. (2016). University governance in Ibero America: A succinct textual and conceptual view. Documentation Sciences Magazine, 2(4), 30–42.
18. Gasca-Pliego, E., & Olvera-García, J. C. (2011). Build citizenship from universities, university social responsibility and challenges before the 21st century. Convergence, 18(56), 37–58.
19. Gil-Osorio, I. M. (2012). The role of universities in the face of university social responsibility. Panorama Económic, 20, 235–250.
20. Hair, J., Anderson, R., Tahtam, R., & Black, W. (2010). Multivariate data analysis. London, UK: Pearson.
21. HKUST. (2015). The HKUST Business School – Sharing information on progress report (June 2013June 2015). Retrieved from https://bit.ly/2EwgZG9
22. Jisu, H., Delorme, D. E., & Reid, L. N. (2006). Perceived third-person effects and consumer attitudes on prevetting and banning DTC advertising. Journal of Consumer Affairs, 40(1), 90–116.
23. Kahn, J. H. (2006). Factor analysis in counseling psychology research, training, and practice: Principles, advances, and applications. The Counseling Psychologist, 34(5), 684–718. doi:https://doi.org/10.1177/0011000006286347
24. Kezar, A.,& Eckel, P. D. (2004). Meeting today’s governance challenges: A synthesis of the literature and examination of a future agenda for scholarship. The Journal of Higher Education, 75(4), 371–399. doi:https://doi.org/10.1353/jhe.2004.0022
25. Koontz, H., & Weihrich, H. (2012). Administration a global and business perspective. New York, NY: Mc Graw Hill.
26. Lozano, J. M. (2007). Public promotion of corporate social responsibility. Ekonomiaz: Revista Vasca de Economía(65), 108–127.
27. Madorrán-García, C. (2012). Is the Spanish public university socially responsible? Ibero American Journal of Higher Education, 3(8), 90–103.
28. Madueño, J. H., Jorge, M. L., Sancho, M. P. L., & Martínez-Martínez, D. (2016). Social responsibility in SMEs: exploratory analysis of explanatory factors. Revista de Contabilidad, 19(1), 31–44.
29. Meléndez Guerrero, M. Á., Solís Pérez, P. C., & Gómez Romero, J. G. I. (2010). Governance and management of the public university. Revista de Ciencias Sociales, 16(2), 210–225.
30. Nejati, M., Shafaei, A., Salamzadeh, Y., & Daraei, M. (2011). Corporate social responsibility and universities: A study of top 10 world universities websites. African Journal of Business Management, 5(2), 440447.
31. Oetomo, S. B. . L. M., H. W. (2016). The leadership style as moderating, influence of compensation, Organizational Citizenship Behaviour (OCB), and stress towards intention to quit. International Journal of Business and Economic Affairs, 1(1), 6-12. doi:https://doi.org/10.24088/ijbea-2016-11002
32. Olarte-Mejía, D. V., & Ríos-Osorio, L. A. (2015). Approaches and strategies of social responsibility implemented in higher education institutions. a systematic review of the scientific literature of the last 10 years. Revista de la Educación Superior, 44(175), 19–40.
33. Pedraja-Rejas, L., & Rodríguez-Ponce, E. (2008). Comparative study of the influence of leadership style and the congruence of values on the effectiveness of private companies and public institutions. Interciencia, 33(1), 08–13.
34. Pimonratanakan, S., Intawee, T., Krajangsaeng, K., & Pooripakdee, S. (2017). Transformational leadership climate through learning organization toward the organizational development. Journal of Administrative and Business Studies, 3(6), 284-291.  doi:https://doi.org/10.20474/jabs-3.6.3
35. Putri, Y. R. (2015). Transformational leadership and its impact to lecturers intellectual Capital Factors in Telkom economics and business school Telkom University. International Journal of Business and Administrative Studies, 1(1), 35-41. doi:https://doi.org/10.20469/ijbas.10006
36. Quezada, R. A. G. (2015). The concept of university social responsibility from the perspective of top management. Cuadernos de Administración, 31(53), 97–107. doi:https://doi.org/10.25100/cdea.v31i53.20
37. Quezada, R. G. (2011). University social responsibility as a challenge for the strategic management of Higher Education: The case of Spain. Revista de Educación, 355, 109–133.
38. Sidorova, L. (2015). Social responsibility and organizational management at the University of Carabobo: Inescapable synchronization in conjunctural changes. Dialógica: Revista Multidisciplinaria, 12(1), 208–234.
39. UNESCO. (2009). World conference on higher education-2009: The new dynamics of higher education and research for social change and development (Tech. Rep.). Paris, France: UNESCO.
40. Urbina, C., Samuel, A., Molina Morejón, V. M., & Armenteros Acosta, M. D. C. (2016). Determinant factors for success in self-sustaining research & development technology centers. Global Journal of Business Research, 10(4), 83-93.
41. Winter, J. D., Dodou, D., & Wieringa, P. (2009). Exploratory factor analysis with small sample sizes. Multivariate Behavioral Research, 44(2), 147–181. doi:https://doi.org/10.1080/00273170902794206

Morales, J. A. M., Romeo, V. P. M., Àvila, Y. G. C., Gutièrrez, E. L. G., & Ramos, F. O. (2018). Effective leadership as the driving force of the university social responsibility in the faculty of sciences of the administration of Saltillo, Coahuila, Mexico. International Journal of Humanities, Arts and Social Sciences, 4(3), 136-149. doi:https://dx.doi.org/10.20469/ijhss.4.10003-3