Abstract
This article presents a theoretical-critical reinterpretation of the executive functions proposed by Chester I. Barnard, aiming to construct a conceptual model that strengthens legitimate leadership in Mexican micro, small, and medium-sized enterprises (SMEs). In contrast to the dominant functionalist approaches in contemporary competency models, it argues that moral authority, conscious cooperation, and effective communication must be assumed as structural dimensions of management—particularly in contexts where organizational informality and intuitive leadership prevail. Through an analytical review of classical and recent literature, and by means of an integrative matrix, Barnard’s propositions are articulated with technical and cultural competencies oriented toward customer experience. The resulting model is supported by empirical evidence from case studies in SMEs within the restaurant and tourism sectors, highlighting the central role of the director in building trust-based relationships and organizational culture. The article concludes with practical implications for the design of ethical training programs, managerial evaluations, and organizational development strategies. It also proposes a future research agenda to empirically validate the model across different sectors and regions