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The Role of Leadership Styles in Corporate Social Responsibility

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.
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Contributor : Isabelle Celet <>
Submitted on : Monday, May 6, 2019 - 3:02:21 PM
Last modification on : Wednesday, September 30, 2020 - 3:18:57 AM


  • HAL Id : hal-02121340, version 1



Shuili Du, Adam Lindgren, Sen Sankar, Valérie Swaen. The Role of Leadership Styles in Corporate Social Responsibility. Adam Lindgreen; François Maon; Beatriz Palacios Florencio; Christine Vallaster; Shumaila Yousafzai. Sustainable entrepreneurship: Discovering, creating and seizing opportunities for blended value, Routledge, pp.195-220, 2018, ISBN : 9781472483591. ⟨hal-02121340⟩



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