The Roles of Leadership Styles in Corporate Social Responsibility

Shuili Du, Valérie Swaen, Adam Lindgreen

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

Resumé

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.
OriginalsprogEngelsk
TidsskriftJournal of Business Ethics
Vol/bind114
Udgave nummer1
Sider (fra-til)155-169
ISSN0167-4544
DOI
StatusUdgivet - 2012
Udgivet eksterntJa

Emneord

  • Corporate social responsibility
  • Transformational leadership
  • Transactional leadership
  • Stakeholder-oriented marketing
  • Organizational outcomes

Citer dette

Du, Shuili ; Swaen, Valérie ; Lindgreen, Adam. / The Roles of Leadership Styles in Corporate Social Responsibility. I: Journal of Business Ethics. 2012 ; Bind 114, Nr. 1. s. 155-169.
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The Roles of Leadership Styles in Corporate Social Responsibility. / Du, Shuili; Swaen, Valérie; Lindgreen, Adam.

I: Journal of Business Ethics, Bind 114, Nr. 1, 2012, s. 155-169.

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

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