The roles of leadership styles in corporate social responsibility

Du, Shuili, Swaen, Valérie, Lindgreen, Adam ORCID: https://orcid.org/0000-0001-7881-7350 and Sen, Sankar 2013. The roles of leadership styles in corporate social responsibility. Journal of Business Ethics 114 (1) , pp. 155-169. 10.1007/s10551-012-1333-3

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Abstract

This research investigates the interplay between leadership styles and institutional corporate social responsibility (CSR) practices. A large-scale field survey of managers reveals that firms with greater transformational leadership are more likely to engage in institutional CSR practices, whereas transactional leadership is not associated with such practices. Furthermore, stakeholder-oriented marketing reinforces the positive link between transformational leadership and institutional CSR practices. Finally, transactional leadership enhances, whereas transformational leadership diminishes, the positive relationship between institutional CSR practices and organizational outcomes. This research highlights the differential roles that transformational and transactional leadership styles play for a firm’s institutional CSR practices and has significant implications for theory and practice.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Uncontrolled Keywords:	Corporate social responsibility; Transformational leadership; Transactional leadership; Stakeholder-oriented marketing; Organizational outcomes
Publisher:	Springer
ISSN:	0167-4544
Date of First Compliant Deposit:	30 March 2016
Last Modified:	03 May 2023 08:36
URI:	https://orca.cardiff.ac.uk/id/eprint/39913

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