|
If you are seeing this message, you may be experiencing temporary network problems. Please wait a few minutes and refresh the page. If the problem persists, you may wish to report it to your local Network Manager.
It is also possible that your web browser is not configured or not able to display style sheets. In this case, although the visual presentation will be degraded, the site should continue to be functional. We recommend using the latest version of Microsoft or Mozilla web browser to help minimise these problems.
Wiley InterScience | ||||||||||
  Journal of Management StudiesVolume 43 Issue 8, Pages 1703 - 1725 Published Online: 24 Aug 2006 © 2010 Blackwell Publishing Ltd and Society for the Advancement of Management Studies
Abstract | References | Full Text: HTML, PDF (Size: 122K) | Related Articles | Citation Tracking  Components of CEO Transformational Leadership and Corporate Social Responsibility* Copyright Blackwell Publishing Ltd 2006 ABSTRACTWe use transformational leadership theory to explore the role of CEOs in determining the extent to which their firms engage in corporate social responsibility (CSR). We test this theory using data from 56 US and Canadian firms. CEO intellectual stimulation (but not CEO charismatic leadership) is found to be significantly associated with the propensity of the firm to engage in 'strategic' CSR, or those CSR activities that are most likely to be related to the firm's corporate and business-level strategies. Thus, studies that ignore the role of leadership in CSR may yield imprecise conclusions regarding the antecedents and consequences of these activities. We also critique transformational leadership theory, in terms of its overemphasis on charismatic forms of leadership. This leads to a reconceptualization of transformational leadership, which emphasizes the intellectual stimulation component in the context of CSR. | 
| |||||||||
