The Impact of the CSR-Embedded Crisis Response: The Role of Values Congruence between Leadership Styles and CSR Motives

2021 ◽  
pp. 089331892110253
Author(s):  
Jeesun Kim ◽  
Hyun Jee Oh ◽  
Chang-Dae Ham
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Purchase Intention ◽  
Negative Impact ◽  
Crisis Response ◽  
Values Congruence ◽  
Crisis Type ◽  
Corporate Social ◽  
The Impact

Grounded in the values congruence proposition, this study examined the interplay between leadership styles and corporate social responsibility (CSR) motives in different crisis contexts. The results of a 2 (crisis type) × 2 (leadership style) × 2 (CSR motives) between-subjects experiment showed that the congruent combination of leadership styles and CSR motives maximized the insulating effect of CSR practice but only when the crisis type was victim. In a victim crisis, utilizing intrinsic CSR motives gained greater word-of-mouth intention and purchase intention when combined with transformational leadership than with transactional leadership. In a preventable crisis, the positive effect of values congruence disappeared and even backfired. More specifically, the congruence between transactional leadership and extrinsic CSR motives amplified the negative impact of a crisis. Theoretical and practical implications are discussed.

scholarly journals THE ROLE OF LEADERSHIP STYLES IN ENCOURAGING AND IMPROVING TEAM PERFORMANCE IN ONE OF THE BIGGEST OIL & GAS GROUP OF COMPANIES IN ABU DHABI, UAE

2020 ◽  
Vol 4 (02) ◽  
Author(s):  
Anas Abudaqa ◽  
Mohd Faiz ◽  
Norziani Dahalan ◽  
Hasan Almujaini
Keyword(s):  
Transformational Leadership ◽  
Organizational Culture ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Leadership Team ◽  
Participative Leadership ◽  
The Impact

Abstract: The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.

scholarly journals THE EFFECTS OF TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP ON PERSONNEL CONDUCT

2019 ◽  
Vol 7 (6) ◽  
pp. 155-164
Author(s):  
Nyuonguo Kenneth Nsom ◽  
Margaret Maih Teih ◽  
Fabian Sundjo
Keyword(s):  
Transformational Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Negative Impact ◽  
Qualitative Assessment ◽  
Full Time ◽  
Central Administration ◽  
Transformational Leadership Style ◽  
Transactional And Transformational Leadership

The focus of this paper has been to present how transactional and transformational leadership styles affect personnel conduct. A review of the literal works of others in relation to the practical application of these leadership styles as observed in the management of projects and the Cameroon Baptist Convention Health Services (CBCHS) central administration leadership, has been the inspiration to the conclusions made. From the empirical qualitative study conducted on 30 personnel, transactional leadership is all about personnel providing services, receiving payment (rewards) and or sanctions from the leadership. Results indicates that subordinates are either praised for hard work or sanctioned for failure to provide results or to meet up expectations as attested by 53% of the respondents. However, 60% observation indicates that transactional leadership through remuneration will facilitate goal attainment but general observation from the organization from full time employees, indicates that it will demotivate staff and slow down work. Interviews with some technical staff on the type of leadership style practiced by the department on project sites proved that transactional leadership has a negative impact on personnel conduct and can likely lead to the non-completion of projects. On the other hand, following the qualitative assessment, observation from the practice of transformational leadership style by the CBCHS central administration top leadership proves that the leadership style is primordial if leadership want to continue attend the goals of the organization and should be continue to be practiced. 86.7% of the personnel feel comfortable with the transformational leadership style of the top leadership style of the organization.

scholarly journals Impact Assessment of Leadership Style on Job Satisfaction of NGO Employees in Uttarakhand-India

2017 ◽  
Vol 6 (1) ◽  
pp. 6
Author(s):  
Vishal Soodan ◽  
Akhilesh Chandra Pandey
Keyword(s):  
Job Satisfaction ◽  
Leadership Styles ◽  
Leadership Style ◽  
Formal Education ◽  
Negative Impact ◽  
Participative Leadership ◽  
Development Organizations ◽  
Community Development Organizations ◽  
Self Help Groups ◽  
The Impact

<div><p><em>Leadership styles in recent studies have been debated significantly but their role in contributing job satisfaction of employees have not been addressed by the researchers. Therefore, a study was conducted to assess the impact of leadership styles on job satisfaction of employees in the two NGO’s (Non Government Organisations) HIFEED and HESCO from Uttarakhand through an empirical study. NGO’s in India involve diverse activities ranging from training facilities and independent trainers providing non-formal education, grant-making organizations, community development organizations, microfinance associations, self-help groups, and organization addressing public health. In the study, leadership styles were studied as participative, supportive and instrumental. Results show that supportive style of leadership was predominantly followed by managers. Participative leadership style positively impacts job satisfaction followed by supportive style of leadership. But instrumental leadership style was found to have a negative impact on the job satisfaction of employees. </em></p></div>

THE IMPACT OF LEADERSHIP STYLES AND THE COMPONENTS OF LEADERSHIP STYLES ON INNOVATIVE BEHAVIOUR

2017 ◽  
Vol 21 (02) ◽  
pp. 1750015 ◽  
Author(s):  
TEBOGO SETHIBE ◽  
RENIER STEYN
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Negative Relationship ◽  
Intellectual Stimulation ◽  
Interaction Terms ◽  
Innovative Behaviour ◽  
Transformational And Transactional Leadership ◽  
Transactional Leadership Style ◽  
The Impact

The study on which this paper is based examined the effect of transformational and transactional leadership styles as well as the effect of each component of transformational and transactional leadership on innovative behaviour. A sample of 3 180 respondents from 52 South African companies participated in this research. Two main hypotheses and six sub-hypotheses were tested using multiple regression analysis with and without interaction terms. The results indicate that it is useful to utilise both transformational and transactional leadership styles to enhance employees' innovative behaviour. The study substantiated the expected positive relationship between transformational and transactional leadership style and innovative behaviour. Furthermore, the results showed that amongst the components of these leadership styles, inspirational motivation, intellectual stimulation and contingent reward positively influence innovative behaviour. The results showed no relationship between individual consideration, management-by-exception and innovative behaviour. Contrary to expectations, the results revealed a negative relationship between idealised influence and innovative behaviour. Recommendations and suggestions for further research are provided.

The Impact of Environmental Sustainability and Financial Resources Utilization on Firm Financial Performance: The Mediating Role of Leadership Styles

2021 ◽  
Vol 2 (2) ◽  
pp. 389-407
Author(s):  
Arsalan Tanveer ◽  
Muhammad Arshad Anwer ◽  
Muhammad Umar
Keyword(s):  
Financial Performance ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Environmental Sustainability ◽  
Manufacturing Sector ◽  
Financial Resources ◽  
Firm Financial Performance ◽  
Transactional Leadership Style ◽  
The Impact

The paper aims to explore the impact of environmental sustainability and financial resources utilization on a firm’s financial performance through the mediation of leadership style in the manufacturing sector of Pakistan. First, a conceptual framework is devised among the relationship of exogenous and endogenous variables and the hypotheses are examined conferring to the relationships in the conceptual framework. Data is collected using a questionnaire from a sample of 47 registered manufacturing firms (Chemical, Pharmaceuticals). Then, the study is supported by neoclassical theory, resource-based theory, and financial slaked theory, multiple regression analyses are implemented with the data analyzed by the partial least square equation. The research results indicate that the utilization of financial resources has a positive relationship with firm financial performance. In the short run, the adoption of environmental sustainability is negatively related to the firm financial performance with a transactional leadership style, but in the long run, it will give positive impacts on the firm financial performance with transformational leadership. The comparative analysis of Leadership styles showed that transactional leadership style mediates better results than transformational leadership for the manufacturing sector of Pakistan. The study affords the modern ways, provides new insights to organizations, top management, and policymakers for the implementation of environmental sustainability and leadership skills for enhancing firm performance.

scholarly journals Perceived Effects Of Leadership Styles On Workers’ Performance In Package Water Producing Industry In Adamawa State, Nigeria

2015 ◽  
Vol 3 (12) ◽  
pp. 101-110
Author(s):  
Adamu Ahmed Girei
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Laissez Faire ◽  
Transactional Leadership Style ◽  
Improved Performance ◽  
Transformational Leadership Style ◽  
The Impact

This empirical paper examines the impact of transformational leadership, transactional leadership, laissez faire leadership and servant leadership styles on performance among employees of Package Water producing Industry in Adamawa State, Nigeria. SPSS v.20 Correlation and regression techniques were used to test the study hypotheses. The result provided support for three hypothesized relationships for the study. Specifically, transformational leadership style, transactional leadership style and servant leadership style have positive, strong and significant relationship with performance among the study sample. However, laissez faire leadership style was not found to be significantly related to performance among the employees. Therefore, it is recommended that, package Water enterprises managers/ owners should practice transformational leadership, servant leadership styles and transactional leadership for improved performance in the industry in Adamawa State, Nigeria.

scholarly journals THE IMPACT OF LEADERSHIP STYLES ON R&D TEAM PERFORMANCE AND THE MEDIATING ROLE OF KNOWLEDGE SHARING

2019 ◽  
Vol 7 (2) ◽  
pp. 307-314
Author(s):  
Faridatul Sakinah Othman ◽  
Mohd Shamsuri Md Saad ◽  
Anidah Robani
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Team Performance ◽  
Positive Impact ◽  
Survey Method ◽  
Short Period ◽  
The Impact

Purpose: This study aims to examine the impact of leadership styles, specifically on transformational leadership and transactional leadership in R&D team performance of researcher in UniversitiTeknikal Malaysia Melaka (UTeM). Further, this study was to examine the impact of knowledge sharing on R&D team performance as mediating variables. Methodology: The survey method was adopted to carry out the research. A structured Multifactor Leadership Questionnaire (MLQ) was used for data collection. R&D team performance was assessed based on measures of performance. Regression and Correlation statistical techniques were used to analyze the data elicited from one hundred seventy two (172) randomly selected respondents. Main Findings: It was revealed from the study that while transformational leadership style had a positive impact on R&D team performance; transactional leadership style also had a positive impact on R&D team performance. It was also revealed from the study that knowledge sharing have significant and positive relationship with mediate both transformational leadership and transactional leadership on R&D team performance. Implications/Applications: This research shows that R&D teams also can use the full range leadership styles although there are comparisons of uniqueness that exists in the R&D teams with other contexts. This is because leading an R&D team requires the leader to possess certain skills in addition to technical expertise, such as spreading information regarding technical advances, being knowledgeable regarding current professional activities and possessing strategic planning skills in an innovative climate where the team is not permanent or lasts only for a short period of time. This research confirmed that leadership styles led to significant team performance benefits such as an increase achievement of technical objectives, efficiency of resource utilization and other achievements. Novelty/Originality: This study has successfully extended the full leadership literature by conceptualizing how the transformational leadership and transactional leadership styles positively impact the R&D team's performance. Hence, the findings in this study may be beneficial and act as a framework or a limitation for other studies.

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