Transcendental Leadership and Performance: Role of Workplace Spirituality and Corporate Social Responsibility

Abstract

Leadership styles outline the routes used by managers and employees to reach their desired goal of long-term success. Researchers argued that the compartmentalized components of transactional, transformational, and servant leadership fail to take into consideration the complexities of leaders and followers. Considering the alarming rise of corrupt and selfish leaders in recent years, this research examined a potential countermeasure by investigating the impact of transcendental leadership (TL) on task (TPC) and contextual (OPC) performance. Additionally, the mediating role of corporate social responsibility (CSR) and moderating role of workplace spirituality (WS) is also investigated in Pakistani industries. The data was collected from 266 respondents and analyzed using hierarchical regression analyses. The results indicated that TL has significant impact on TPC and OPC, whereas CSR mediates the relationship of TL and performance dimensions. Also, workplace spirituality strengthens the relationship between TL and CSR. We propose implications for practicing managers and researchers hereunder.