Roles of Leadership Styles in Corporate Social Responsibility to Non- Governmental Organizations (NGOs)

Demir, Ahmet; Budur, Taylan

doi:10.23918/ijsses.v5i4p174

Cited by 16 publications

(4 citation statements)

References 27 publications

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“…According to Demir and Budur (2019) authentic leadership positively influences the generation, realization and promotion of innovative thinking, thus enhancing employee performance.…”

Section: Resultsmentioning

confidence: 99%

Leadership style and employee performance in China’s fast moving consumer goods industry

Tang,

Wider,

Cheng

et al. 2024

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The purpose of this study is to investigate the effect of various leadership styles on employee performance in the Fast-Moving Consumer Goods (FMCG) industry in China. The unexpected global spread of the coronavirus pandemic and its complicated issues have created a substantial amount of uncertainty in consumer demand worldwide which has motivated this research and highlighted the crucial role that the FMCG industry's marketing relationship plays in determining enterprise profit. There is a growing concern among enterprise managers, academics and policymakers about employee performance and its overarching impact on the organization. The study is underpinned by social exchange theory and employs a cross-sectional design. An online survey was conducted with 384 employees from the FMCG industry to measure the impact of three independent variables: authentic leadership style, servant leadership style and ethical leadership style. The findings reveal that authentic, servant and ethical leadership all significantly affect employee performance in the Chinese FMCG industry. Among these, ethical leadership is found to have the extreme effect. The implications of this study are of practical relevance to FMCG companies. FMCG companies can potentially navigate through the uncertainty in global consumer demand more effectively by reconfiguring their leadership styles to enhance employee performance. The study provides insights that can be used by FMCG companies to increase employee performance which is directly linked to enterprise profit.

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“…According to Demir and Budur (2019) authentic leadership positively influences the generation, realization and promotion of innovative thinking, thus enhancing employee performance.…”

Section: Resultsmentioning

confidence: 99%

Leadership style and employee performance in China’s fast moving consumer goods industry

Tang,

Wider,

Cheng

et al. 2024

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“…Research has studied the characteristics of an organization’s leader and the role of the board. Organizational leadership scholarship has focused on transformational leadership, the process of the leader building rapport with the followers (workers) such that motivation is increased (Burns 1978; Demir and Budur 2019). Ethical leadership, “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships” is another framework through which nationality and class determine how accepted norms are (Brown, Treviño, and Harrison 2005; Demir and Budur 2019; Dinc and Nurovic 2016; Kanungo and Mendonca 2001).…”

Section: Nationality Class and Organizational Hierarchymentioning

confidence: 99%

“SHE CAN GET A VISA”: How Nationality and Class Shape Decision Making at a Kenyan NGO

Harrigan

2023

Journal of Contemporary Ethnography

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Prior studies show how race, class, and gender matter for worker identities within organizations, but there is an opportunity to focus on worker nationality and class background within nongovernmental organizations (NGOs). Using evidence from ethnographic fieldwork, in-depth interviews, and organizational documents at a small NGO in Kenya, I show how nationality and class mediate how NGO workers assign and accomplish organizational tasks. My results suggest that a process of elastic transnational stratification determines how nationality and class distribute tasks and decision-making power in relation to the location and organizational domain in which they must act. While both nationality and class are used as proxies for one’s proximity to power and influence, there are instances where less privileged identities are more strategic to deploy. Nationality and class shape access to various development spaces, the amount and type of resources one can attain on behalf of the organization, and legitimacy locally and at the global level.

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“…Third, according to the self‐categorization theory (Turner et al, 1987), one of the fundamental determinants of an employee's organizational identification is the degree to which they perceive that they fit with the organization and its members. There is empirical backing for this claim, as a number of studies have shown that employees who perceive that there is a good fit between their own values and preferences and those of the organization also report increased organizational identification (e.g., Cable & De Rue, 2002; Demir & Budur, 2019; Saks & Ashforth, 1997, 2002). We argue that by involving employees in shaping organizational decisions, strategies and goals, decentralization allows employees to engineer greater fit between their own values and preferences and those that the organization ultimately pursues.…”

Section: Introductionmentioning

confidence: 99%

Power to the people: A social identity perspective on organizational decentralization and employee well‐being

Filippi

Peters

Suitner

2023

Community & Applied Soc Psy

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Organizational identification underpins a range of important outcomes in the workplace, including workers' well‐being. Drawing on the social identity approach to health (SIAH), here we explore whether certain organizational forms—specifically, organizational decentralization—can boost organizational identification and, in this way, employee well‐being. We test this possibility in four high‐powered samples of workers in the UK, US and Italy (N total = 1960). Results confirm that workers are more likely to identify with an organization when they perceive power to be decentralized. Importantly, we find the expected indirect effects between increased decentralization perceptions and ratings of improved well‐being (including job satisfaction, work engagement and reduced burnout) through organizational identification. These results were consistent across samples, proving the generality of the findings across different cultural contexts. Empirical and practical implications of shared decision‐making power to increase workers' well‐being are discussed. Please refer to the Supplementary Material section to find this article's Community and Social Impact Statement.

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Roles of Leadership Styles in Corporate Social Responsibility to Non- Governmental Organizations (NGOs)

Cited by 16 publications

References 27 publications

Leadership style and employee performance in China’s fast moving consumer goods industry

Leadership style and employee performance in China’s fast moving consumer goods industry

“SHE CAN GET A VISA”: How Nationality and Class Shape Decision Making at a Kenyan NGO

Power to the people: A social identity perspective on organizational decentralization and employee well‐being

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