The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs

Faiza Manzoor, Longbao Wei (), Mohammad Nurunnabi, Qazi Abdul Subhan, Syed Irshad Ali Shah and Samaher Fallatah
Additional contact information
Faiza Manzoor: Department of Agricultural Economics and Management, Zhejiang University, Hangzhou 310029, China
Mohammad Nurunnabi: Department of Accounting, Prince Sultan University, P.O. Box 66833, Riyadh 11586, Saudi Arabia
Qazi Abdul Subhan: Bahria Business School, Bahria University, Islamabad Sector E-8, Pakistan
Syed Irshad Ali Shah: Department of Agricultural Economics and Management, Zhejiang University, Hangzhou 310029, China
Samaher Fallatah: Interior Design Engineering, Prince Sultan University, P.O. Box 66833, Riyadh 11586, Saudi Arabia

Sustainability, 2019, vol. 11, issue 2, 1-14

Abstract: Leadership style is an important factor that affects the enhancement of organizational performance and employee’s job performance, and what objectives they should pursue, which also makes a profit for their employees or makes another social and economic contribution to society. The present study was developed to observe the impact of transformational leadership on job performance and to investigate the mediating mechanism of corporate social responsibility (CSR). Primary data were collected from the employees by using a cross-sectional design method. Employees who participated in the study are working in the Small and Medium Enterprises (SMEs) of Pakistan. A total of 300 questionnaires were circulated, and 130 were received. The Regression analysis was executed to examine whether CSR mediated the correlation among transformational leadership and job performance. The results of the study suggest that transformational leadership positively and completely predicts job performance. Particularly, the study finds that CSR significantly mediated the effect of transformational leadership on job performance. On the basis of these findings, it can be explicated that transformational leadership, job performances, and CSR are important elements of an organization. These elements can improve organizational performance. Theoretical implications of the recent study are discussed, and offer directions for future research in the area.

Keywords: transformational leadership; Corporate Social Responsibility (CSR); job performance; Small and Medium Enterprises (SMEs); Pakistan (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (31)

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