The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.
Components of CEO Transformational Leadership and Corporate Social Responsibility*
Abstract
abstract We 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.
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Citations
Cites
The Social Responsibility of Business Is to Increase Its Profits
Friedman, M. (2007) · Corporate Ethics and Corporate Governance · doi:10.1007/978-3-540-70818-6_14 · Cited by 11,529
Estimating within-group interrater reliability with and without response bias
James, L. R., Demaree, R. G., & Wolf, G. (1984) · Journal of Applied Psychology · doi:10.1037/0021-9010.69.1.85 · Cited by 4,774
Corporate Social Responsibility: Strategic Implications*
McWilliams, A., Siegel, D. S., & Wright, P. M. (2006) · Journal of Management Studies · doi:10.1111/j.1467-6486.2006.00580.x · Cited by 3,154
Self-citationPower in Top Management Teams: Dimensions, Measurement, and Validation
Finkelstein, S. (1992) · Academy of Management Journal · doi:10.5465/256485 · Cited by 2,389
Cited by
Corporate social responsibility and access to finance
Cheng, B., Ioannou, I., & Serafeim, G. (2014) · Strategic Management Journal · doi:10.1002/smj.2131 · Cited by 3,896
Servant Leadership: A Review and Synthesis
van Dierendonck, D. (2011) · Journal of Management · doi:10.1177/0149206310380462 · Cited by 2,218
Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011) · Group & Organization Management · doi:10.1177/1059601111401017 · Cited by 1,315
Ioannou, I., & Serafeim, G. (2015) · Strategic Management Journal · doi:10.1002/smj.2268 · Cited by 1,124
Kalshoven, K., Den Hartog, D. N., & De Hoogh, A. H. B. (2011) · The Leadership Quarterly · doi:10.1016/j.leaqua.2010.12.007 · Cited by 824
Metadata
- Authors
- Waldman, D. A., Siegel, D. S., & Javidan, M.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2006-08-24
- Volume
- 43
- Issue
- 8
- Pages
- 1703-1725
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W2048270872
- Cited by
- 845
- References
- 4
- FWCI
- 30.12
- Type
- journal article
- Language
- en
- Open access
- closed
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- Waldman, D. A., Siegel, D. S., & Javidan, M. (2006). Components of CEO Transformational Leadership and Corporate Social Responsibility*. Journal of Management Studies. https://doi.org/10.1111/j.1467-6486.2006.00642.x
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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