The Role of Leadership Styles in Corporate Social Responsibility

Shuili Du, Adam Lindgren, Sen Sankar and Valérie Swaen
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Sen Sankar: Baruch College [CUNY] - CUNY - City University of New York [New York]
Valérie Swaen: LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique

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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.

Keywords: Corporate social responsibility; Transformational leadership; Transactional leadership; Stakeholder-oriented marketing; Organizational outcomes (search for similar items in EconPapers)
Date: 2018
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Published in Adam Lindgreen; François Maon; Beatriz Palacios Florencio; Christine Vallaster; Shumaila Yousafzai. Sustainable entrepreneurship: Discovering, creating and seizing opportunities for blended value, Routledge, pp.195-220, 2018, ISBN : 9781472483591

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02121340

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