Transformational leadership, corporate social responsibility, organizational innovation, and organizational performance: Symmetrical and asymmetrical analytical approaches

Despite the claims that corporate social responsibility (CSR) plays a vital role in employee behavior, the empirical support of these claims is limited especially in the Pakistani context. Thus, this paper aims to fill this gap by investigating the relationship between employees' perception of CSR and employee engagement (EE) in Pakistan. In addition, the present research also looks at the role of gender differences in terms of CSR perception and EE. The data were collected from employees working in different industries of Pakistan, such as manufacturing, banking, electronics, and oil and gas. Structural equation modeling technique was used to test the hypothesized relationships. The results revealed a significant positive impact of CSR perception on EE. Furthermore, the moderation effect of gender on the CSR‐EE relationship was investigated. The empirical evidence showed a stronger relationship between CSR and women than men. The current study attests the importance of CSR in nurturing employees' positive work behavior. This research suggests the incorporation of CSR in a business to the maximum possible capacity.

Section: Discussionmentioning

confidence: 99%

The perception of corporate social responsibility and employee engagement: Examining the underlying mechanism

Farrukh

Sajid

Lee

et al. 2019

“…Besides, few researchers claimed the mediating and moderating roles of EL, managerial moral motivation, and managerial autonomy in driving CSR strategy (Li, Gao-Zeller, Rizzuto, & Yang, 2019). Further, Khan et al (2018) reported significant effects of transformational leadership and CSR on firm's performance. This shows that EL has emerged as more than necessity for the organizations to distinguish their firms from competitors in term of both CSR and performance aspects (Luque & Herrero-Garcia, 2019;Yoona & Chung, 2018).…”

Section: Introductionmentioning

confidence: 99%

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Saha

Shashi

Cerchione

et al. 2019

155

117

Academic and corporate interest in ethical leadership, corporate social responsibility (CSR), and firm performance has attracted a lot of attention in recent years. In fact, many research papers and journal special issues have been focused on these three domains. In this context, this paper conducts a systematic review on the concepts of ethical leadership and CSR and their impact on firm performance. 114 papers published over a period of 58 years (1958–2016) were selected and analyzed according to descriptive and content perspectives to propose a conceptual framework and define a future research agenda. In fact, the main results allow us to derive six main propositions representing possible areas of investigation to direct research on the topic. More in details, the body of literature highlights that financial factors are the main barriers affecting the adoption of CSR practices. On the contrary, internal and external environment was found to represent a critical success factor in the adoption of CSR practices. Finally, the results highlight that personal values have impact on ethical leadership that in turn has direct positive impact on CSR and direct and indirect impact on firm performance.

“…The link between the leader and CSR strategy is more evident in the behavioral leadership theories, which connect leader behaviors to firm-level CSR. In detail, the behavioral transformational leadership based on the leader's ability to motivate subordinates and achieve great results than originally expected provides the foundation for a more persuading framework linking CSR and leadership theories (Felício, Martins Gonçalves, & da Conceição Gonçalves, 2013;Khan, Ali, Olya, Zulqarnain, & Khan, 2018;Waldman, Siegel, & Javidan, 2006). Both trait and behavioral theories sustain that leaders mold CSR practices and outcomes, nevertheless according to trait theory this happens because of individual leader differences, according to behavioral theory because of specific leader behaviors.…”

Section: Lights From Csr Literature: Why Firms Engage In Csrmentioning

confidence: 99%

“…The link between the leader and CSR strategy is more evident in the behavioral leadership theories, which connect leader behaviors to firm‐level CSR. In detail, the behavioral transformational leadership based on the leader's ability to motivate subordinates and achieve great results than originally expected provides the foundation for a more persuading framework linking CSR and leadership theories (Felício, Martins Gonçalves, & da Conceição Gonçalves, ; Khan, Ali, Olya, Zulqarnain, & Khan, ; Waldman, Siegel, & Javidan, ).…”

Section: Lights From Leadership Literature: How Leaders Affect Organimentioning

confidence: 99%

Exploring the relationships between corporate social responsibility, leadership, and sustainable entrepreneurship theories: A conceptual framework

Silvestri

Veltri

2019

The main aim of the paper is to provide evidence that merging the corporate social responsibility (CSR), the leadership, and the social entrepreneurship literatures informs and benefit all these literatures. With this aim, a literature review on the studies investigating how leaders affect organizational CSR, why organizations engage in CSR, and how the environment affects the leader and the organizational CSR approach has been carried out. The outcome is a microfocused, multilevel, and multitheoretical conceptual framework, able to underline the links between the role of the leader, the organizational CSR approach, and the sustainable development of the territory. The conceptual framework has been applied to the GOEL case study, a strategic alliance operating in an unfavorable context. The findings provide evidence of the pivotal role of the leader in defining the organizational CSR approach and that the societal and cultural contexts affect the way in which leader faces the sustainability challenges.