RT Article
T1 The Roles of Leadership Styles in Corporate Social Responsibility
JF Journal of business ethics
VO 114
IS 1
SP 155
OP 169
A1 Du, Shuili
A1 Swaen, Valérie 1975-
A1 Lindgreen, Adam
A1 Sen, Sankar
A2 Swaen, Valérie 1975-
A2 Lindgreen, Adam
A2 Sen, Sankar
LA English
YR 2013
UL https://ixtheo.de/Record/1785647431
AB 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.
K1 organizational outcomes
K1 Stakeholder-oriented marketing
K1 Transactional leadership
K1 Transformational Leadership
K1 Corporate Social Responsibility
DO 10.1007/s10551-012-1333-3