Journal Article

The Roles of Leadership Styles in Corporate Social Responsibility

Swaen, Valérie, Lindgreen, Adam, Sen, Sankar, Du, Shuili

2013

Overview

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.

• Publisher: Springer,Springer Netherlands,Springer Nature B.V
• Subject: Business and Management / Business Ethics / Business structures / Community / Community life / Community relations / Corporate social responsibility / Corporate strategies / Education / Ethics / Ethics and moral life / Hypotheses / Interdisciplinary aspects / Investigations / Leadership / Management / Management styles / Managers / Marketing / Marketing strategies / Music practice / Organization theory / Organizational behavior / Organizational research / Philosophy / Quality of Life Research / Social responsibility / Sociology / Sociology of knowledge and ethics / Sociology of knowledge and sociology of culture / Sociology of organizations and enterprises. Bureaucracy and administration / Sociology of work and sociology of organizations / Stakeholder / Stakeholders / Standard deviation / Studies / Transformational leadership