Leadership and social responsibility from the perspective of gender
-
Author(s)Juan Manuel Andrade NaviaLink to ORCID Index: https://orcid.org/0000-0001-9644-0040
,
Elías Ramírez PlazasLink to ORCID Index: https://orcid.org/0000-0001-8928-1547
,
Yenny Catherine DiazLink to ORCID Index: https://orcid.org/0000-0002-9889-3665
-
DOIhttp://dx.doi.org/10.21511/ppm.17(2).2019.23
-
Article InfoVolume 17 2019, Issue #2, pp. 303-312
- Cited by
- 1478 Views
-
179 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
This study established the relationship between transformational leadership and social responsibility practices in women’s organizations that produce special coffees in southern Colombia. To measure these variables using Likert scales, two questionnaires were applied: the Multifactor Leadership Questionnaire 5X short version (MLQ-5X) to measure transformational leadership, and a tool developed by the researchers to measure social responsibility. Cronbach’s Alpha (α) values for the two variables showed excellent consistency (α = 0.95 and 0.90 for transformational leadership and social responsibility, respectively). For the analysis of the information, the structural equation model was used to validate the hypothesis using the SPSS AMOS software. The results indicate a significant and positive correlation between the transformational leadership practices and the perception of social responsibility, especially in the dimensions of idealized influence (behavior and attributed) and intellectual stimulation of transformational leadership, and in the dimensions of labor issues and social responsibility. These findings are consistent with existing literature, and complement aspects not addressed before (e.g. correlation between transformational leadership and social responsibility practices in women’s organizations) in the framework of gender in non-conventional organizations.
- Keywords
-
JEL Classification (Paper profile tab)J54, M12, M14
-
References51
-
Tables4
-
Figures1
-
- Figure 1. Results of the structural equation model
-
- Table 1. Definition and operation of questionnaires’ variables
- Table 2. Averages, standard deviations and correlations of study variables
- Table 3. Reliability of questionnaire dimensions
- Table 4. Correlations between the variables and their dimensions
-
- Abbasi, B. (2017). Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation. Problems and Perspectives in Management, 15(1), 35-44.
- Aga, D. A., Noorderhaven, N., & Vallejo, B. (2016). Transformational leadership and project success: The mediating role of team-building. International Journal of Project Management, 34, 806-818.
- Aguilera, R. V., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the S back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review, 32, 836-863.
- Aguinis, H. (2011). Organizational responsibility: Doing good and doing well. In S. Zedeck (Ed.), APA handbook of industrial and organizational psychology (Vol. 3) (pp. 855-879). Washington, DC, USA: American Psychological Association.
- Alimo-Metcalfe, B. (2010). An investigation of female and male constructs of leadership and empowerment. Gender in Management: An International Journal, 25(8), 640-648.
- Alonso‐Almeida, M. M., Perramon, J., & Bagur-Femenias, L. (2017). Leadership styles and corporate social responsibility management: Analysis from a gender perspective. Business Ethics a European Review, 26(2), 147-161.
- Angus-Leppan, T., Metcalf, L., & Benn, S. (2010). Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership. Journal of Business Ethics, 93(2), 189-213.
- Avolio, B. J., & Bass, B. M. (2004). Multifactor Leadership Questionnaire (3rd ed.). Palo Alto, USA: Mind Garden.
- Avolio, B. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25(8), 951-968.
- Bansal, P., & Roth, K. (2000). Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43, 717-736.
- Bass, B. M., & Avolio, B. J. (1995). Multifactor Leadership Questionnaire. Palo Alto, USA: Mind Garden.
- Bass, B. M., & Avolio, B. J. (Eds.) (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks: Sage Publications.
- Bass, B .M. (1985). Comment: Transformational leadership. Looking at other possible antecedents and consequences. Journal of Management Inquiry, 4(3), 293-297.
- Besieux, T., Baillien, E., Verbeke, A. L., & Euwema, M. C. (2018). What goes around comes around: The mediation of corporate social responsibility in the relationship between transformational leadership and employee engagement. Economic and Industrial Democracy, 39(2), 249-271.
- Bono, J. E., & Judge, T. A. (2004). Personality and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Applied Psychology, 89(5), 901-910.
- Chairina, R. R. L., Sularso, R. A., Tobing, D. S., & Irawan, B. (2019). Determinants of nurse performance in accredited Indonesian private hospitals. Problems and Perspectives in Management, 17(1), 163-175.
- Christmann, P., & Taylor, G. (2006). Firm self-regulation through international certifiable standards: Determinants of symbolic versus substantive implementation. Journal of International Business Studies, 37(6), 863-878.
- Cole, M. S., & Bedeian, A. G. (2007). Leadership consensus as a cross-level contextual moderator of the emotional exhaustion-work commitment relationship. The Leadership Quarterly, 18(5), 447-462.
- Cóndor, E. G., Bustamante, M. A., Lapo, M. C., & Campos, R. M. (2018). Factores Intrínsecos de Motivación y Liderazgo en una Empresa Familiar Ecuatoriana de Telecomunicaciones, Revista Información Tecnológica, 29(4), 205-216.
- David, P., Bloom, M., & Hillman, A. J. (2007). Investor activism, managerial responsiveness, and corporate social performance. Strategic Management Journal, 28(1), 91-100.
- Fiebig, J., & Christopher, J. (2018). Female Leadership Styles: Insights from Catholic Women Religious on Leading through Compassion. Pastoral Psychology, 67(3), 505-513.
- Goswami, A., O’Brien, K. E., Dawson, K., & Hardiman, M. (2018). Mechanisms of Corporate Social Responsibility: The Moderating Role of Transformational Leadership. Ethics & Behavior, 28(8), 644-661.
- Greening, D. W., & Gray, B. (1994). Testing a model of organizational response to social and political issues. Academy of Management Journal, 37(3), 467-498.
- Hair, J., Anderson, R., Tatham, R., & Black, W. (2010). Análisis Multivariante (5th ed.). Prentice Hall, Madrid, España.
- Hernández, R., Fernández, C., & Baptista, M. P. (2010). Metodología de la Investigación (5th ed.). McGraw Hill Educación, México D. F., México.
- Johnson, M. P., & Schaltegger, S. (2016). Two decades of sustainability management tools for SMEs: How far have we come? Journal of Small Business Management, 54(4), 481-505.
- Judge, T. A., & Piccolo, R.F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755-768.
- Karaman, A., Bayrak, S., Burak, S., & Rivera, M. (2008). Vision, creativity, strategic innovation, and transformational leadership. Problems and Perspectives in Management, 6(2), 104-109.
- Larrieta, I., Velasco-Balmaseda, E., Fernández, S., Alonso‐Almeida, M. M., & Intxaurburu-Clemente, G. (2015). Does having women managers lead to increased gender equality practices in corporate social responsibility? Business Ethics: A European Review, 24(1), 91-110.
- Lee, J. (2005). Effects of leadership and leader‐member exchange on commitment. Leadership & Organization Development Journal, 26(8), 655-672.
- Lee, J., Almanza, B., Jang, S., Nelsonb, D. C., & Ghiselli, R. F. (2013). Does transformational leadership style influence employees’ attitudes toward food safety practices? International Journal of Hospitality Management, 33, 282-293.
- Lepoutre, J., & Heene, A. (2006). Investigating the impact of firm size on small business social responsibility: A critical review. Journal of Business Ethics, 67(3), 257-273.
- Luu, T. (2012). Corporate social responsibility, leadership, and brand equity in healthcare service. Social Responsibility Journal, 8(3), 347-362.
- Maak, T., Pless, N., & Voegtlin, C. (2016). Business Statesman or Shareholder Advocate? CEO Responsible Leadership Styles and the Micro-Foundations of Political CSR. Journal of Management Studies, 3(53), 463-493.
- Manzoor, F., Wei, L., Nurunnabi, M., Subhan, A. Q., Shah, S. I., & Fallatah, S. (2019). The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs. Sustainability, 11(2), 436.
- Marcus, A. A., & Anderson, M. H. (2006). A general dynamic capability: Does it propagate business and social competencies in the retail food industry? Journal of Management Studies, 43, 19-46.
- Marquis, C., Glynn, M. A., & Davis, G. F. (2007). Community isomorphism and corporate social action. Academy of Management Review, 32, 925-945.
- Mhatre, K. H., & Riggio, R. E. (2014). Charismatic and transformational leadership: Past, present, and future. In The Oxford Handbook of Leadership and Organizations (pp. 221-240).
- Mohamed, L. M. (2016). Assessing the effects of transformational leadership: A study on Egyptian hotel employees. Journal of Hospitality and Tourism Management, 27, 49-59.
- O’Neill, J. W., & Davis, K. (2011). Work stress and well-being in the hotel industry. International Journal of Hospitality Management, 30(2), 385-390.
- Ocampo, O. L., & Álvarez, L. M. (2017). Trend in Coffee Production and Consumption in Colombia. Apuntes CENES, 36(64), 139-165.
- Padilla, C. P., Arévalo, D. A., Bustamante, M. A., & Vidal, C. L. (2017). Responsabilidad Social Empresarial y Desempeño Financiero en la Industria del Plástico en Ecuador. Revista Información Tecnológica, 28(4), 93-102.
- Quintero, L., & Rosales, M. (2014). El mercado mundial del café: tendencias recientes, estructura y estrategias de competitividad. Visión Gerencial, 13(2), 291-307.
- Serenko, A., & Bontis, N. (2009). A citation-based ranking of the business ethics scholarly journals. International Journal of Business Governance and Ethics, 4(4), 390-399.
- Stevens, J. M., Steensma, H. K., Harrison, D. A., & Cochran, P. L. (2005). Symbolic or substantive document? The influence of ethics codes on financial executives’ decisions. Strategic Management Journal, 26(2), 181-195.
- Sully de Luque, M. S., Washburn, N. T., Waldman, D. A., & House, R. J. (2008). Unrequited profit: How stakeholder and economic values relate to subordinates’ perceptions of leadership and firm performance. Administrative Science Quarterly, 53, 626-654.
- Waddock, S. A., & Bodwell, C. (2007). Total Responsibility Management: The Manual. Greenleaf Publishing, Sheffield, Inglaterra.
- Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. Leadership Quarterly, 19(1), 117-131.
- Waldman, D. A., de Luque, M. S., Washburn, N., & House, R. J. (2006). Cultural and leadership predictors of corporate social responsibility values of top management: a globe study of 15 countries. Journal of International Business Studies, 37(6), 823-837.
- Weaver, G. R., Treviño, L. K., & Cochran, P. L. (1999). Corporate ethics programs as control systems: Influences of executive commitment and environmental factors. Academy of Management Journal, 42, 41-57.
- Wood, D. J. (2010). Measuring corporate social performance: a review. International Journal of Management Reviews, 12(1), 50-84.
-
Transformational leadership for organizational change in the Lebanese public sector
Bissane Harb ,
Dina Sidani
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.15
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 205-216 Views: 2608 Downloads: 1211 TO CITE АНОТАЦІЯThe public sector is facing multiple changes. In a constantly changing environment, that is more and more demanding in terms of innovation and performance, the concept of leadership is of particular importance, as it is one of the few tools available to public managers.
Based on the transformational leadership theory, the aim of this study is to explore how transformational leadership characteristics influence organizational change within the public sector in Lebanon. To serve this purpose, a qualitative approach is adopted based on a series of semi-focused interviews conducted with ten public managers running 10 public administrations. These administrations have undergone significant changes over the past five years.
The results point out the importance of transformational behaviors adopted by public managers in leading change within the public sector in Lebanon, despite the multiple obstacles. They confirmed the role of two transformational dimensions related to idealized influence and inspirational motivation in the successful implementation of organizational change. This study contributes to better understanding of the role of transformational leadership in promoting change in the public sector. -
Transformational leadership and change readiness and a moderating role of perceived bureaucratic structure: an empirical investigation
Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 35-44 Views: 2285 Downloads: 967 TO CITE АНОТАЦІЯThe purpose of this study was to examine the relationship between transformational leadership and change readiness through perceived bureaucratic structure among government employees in Rasht. As a methodology, descriptive method was applied using questionnaire to collect data. The studied population consisted of 600 employees from three state organizations including Municipality, Gilan Tax Department and Gilan Justice Court. According to Morgan table, the sample size was estimated at 234. This study examined six hypotheses, which were tested using multiple regression method. The results showed that transformational leadership had a positive direct effect on employee change readiness and its dimensions. However, substitution of the bureaucratic structure in the model eliminated the effect. Finally, the hypothesis on the effect of transformational leadership on change readiness through perceived bureaucratic structure was rejected.
-
Impact of transformational leadership on employees’ reactions to change and mediating role of organizational trust: Evidence from service companies in Hungary
Khadija Aya Hamza ,
Ayman Alshaabani ,
Najd Salameh ,
Ildiko Rudnak
doi: http://dx.doi.org/10.21511/ppm.20(2).2022.43
Problems and Perspectives in Management Volume 20, 2022 Issue #2 pp. 522-535 Views: 1457 Downloads: 334 TO CITE АНОТАЦІЯIn the context of organizational change, employees can have different reactions, where some of them accept and engage with it, and others completely refuse and resist it. Hence, companies should permanently settle for the best and introduce a fruitful leadership style along with a good change management strategy to ensure the company’s prolonged survival and prosperity.
This investigation aims to examine the influence of transformational leadership on employees’ affective commitment and intention to support change. Both were chosen to constitute the main dimensions of employees’ reactions toward organizational change and highlight the importance of organizational trust as a mediator in that correlation.
To confirm the hypotheses subtracted from the literature review, a quantitative study was managed by a survey devoted to 428 employees working for diverse service companies in Hungary and going through different change cases.
Structural equation modeling (SEM) was then applied to hold out the favorable findings, which reveal that transformational leadership is a booster for employees’ intention to support change but not for affective commitment. It was also found that organizational trust firmly mediates the relationship between transformational leadership and employees’ reaction to change.
This statement justifies that both transformational leadership and organizational trust are able to reduce change complexity and lead to its acceptance, openness, and support.
