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The research evaluates the impact of face-to-face and online flipped learning (OFL) on the academic performance in students of single-degree (SD) and double-degree (DD), compared to that achieved in the traditional methodology. A descriptive, quasi-experimental, cross-sectional, quantitative study was carried out with a sample of 223 university marketing and communication students. The study was conducted in three phases: before, during, and after the COVID-19 pandemic. Results align with previous studies, which find that flipped learning (FL) face-to-face yields higher performance than traditional methodology. Like other studies, the highest scores in asynchronous activities were found for DD students. However, this study reveals that those adopting FL, both online and face-to-face, demonstrated superior academic performance compared to SD students using the traditional method in practical assessments. Notably, DD students who used OFL methodology outperformed their SD peers who used the traditional method in the overall subject score and in the synchronous and asynchronous activities. Furthermore, although modality did not influence the ratings of FL methodology; DD students who experienced this methodology online or face-to-face reported more positively on their attitudes, perceptions, interactions, academic results, and perceived satisfaction than SD students. These findings contribute to understanding of how the adoption of diverse learning methods and modalities influence the performance, attitudes, perceptions, interactions, results, and satisfaction of SD and DD students in the fields of marketing and communication. In conclusion, university business education institutions can enhance student performance and satisfaction by expanding DDs offerings and integrating active learning methods.

Society recognizes the need to progress towards equal opportunities for leadership at all levels of political and economic decision-making for women and requires that companies work to reach that goal. Nevertheless, leadership education should begin in the educational stages. This research presents a collaborative model of leadership education for high-potential female undergraduate students carried out at the university level between 2017 and 2020, with 75 students. To be successful at improving student leadership skills, self-esteem, self-confidence, and personal inner transformation, this women’s leadership development program was based on four lines of innovation: (a) attracting external stakeholders to develop training jointly; (b) making an open program with multidisciplinary students in social sciences and STEM subjects tailored to the professional environment; (c) measuring the learning with all the participants: trainers, directors, managers, program staff and students, using a 360-degree evaluation; and (d) designing an ongoing research process to incorporate improvements from multiple stakeholder perspectives. A multi-source program assessment was used. The results not only show a positive impact on the students’ acquisition of leadership skills but also, on the increase in self-confidence and ambition. The study provides a pioneering model for women’s leadership education that could be used in other similar programs.