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The Role of Leadership Styles in Corporate Social Responsibility

Author

Listed:
  • Shuili Du
  • Adam Lindgren
  • 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)

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.

Suggested Citation

  • Shuili Du & Adam Lindgren & Sen Sankar & Valérie Swaen, 2018. "The Role of Leadership Styles in Corporate Social Responsibility," Post-Print hal-02121340, HAL.
    • Handle: RePEc:hal:journl:hal-02121340
    as

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    Cited by:

    1. Slobodan Marić & Nemanja Berber & Agneš Slavić & Marko Aleksić, 2021. "The Mediating Role of Employee Commitment in the Relationship Between Corporate Social Responsibility and Firm Performance in Serbia," SAGE Open, , vol. 11(3), pages 21582440211, August.

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