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Components of CEO Transformational Leadership and Corporate Social Responsibility

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Author Info
David A. Waldman
Donald S. Siegel
Mansour Javidan

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Abstract

We use transformational leadership theory to explore the role of CEOs in determining the extent to which their firms engage in corporate social responsibility (CSR). We test this theory using data from 56 US and Canadian firms. CEO intellectual stimulation (but not CEO charismatic leadership) is found to be significantly associated with the propensity of the firm to engage in 'strategic' CSR, or those CSR activities that are most likely to be related to the firm's corporate and business-level strategies. Thus, studies that ignore the role of leadership in CSR may yield imprecise conclusions regarding the antecedents and consequences of these activities. We also critique transformational leadership theory, in terms of its overemphasis on charismatic forms of leadership. This leads to a reconceptualization of transformational leadership, which emphasizes the intellectual stimulation component in the context of CSR. Copyright Blackwell Publishing Ltd 2006.

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File URL: http://www.blackwell-synergy.com/doi/abs/10.1111/j.1467-6486.2006.00642.x
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Publisher Info
Article provided by Blackwell Publishing in its journal Journal of Management Studies.

Volume (Year): 43 (2006)
Issue (Month): 8 (December)
Pages: 1703-1725
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Handle: RePEc:bla:jomstd:v:43:y:2006:i:8:p:1703-1725

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  1. Donald Siegel, 2009. "Green Management Matters Only If It Yields More Green: An Economic/Strategic Perspective," Working Papers 8, Jerusalem Institute for Market Studies (JIMS). [Downloadable!]
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This page was last updated on 2009-10-26.

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