Components of CEO Transformational Leadership and Corporate Social Responsibility

By David A. Waldman, Donald S. Siegel, Mansour Javidan. 2006

814 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1a1069e6c023865b1f7696907c87db2c8ebac261

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The relevance of corporate social responsibility for a sustainable human resource management: An analysis of organizational attractiveness as a determinant in employees' selection of a (potential) employer (2012, background): “While some CSR and HRM researchers have focused on relationships between leadership and corporate social behavior (Swanson, 2008; Waldman et al., 2006; Waldman & Siegel, 2008), other have investigated the role of stakeholders’ behavior as a mediating variable between CSR and financial performance…”
The role of transformational leadership in enhancing team reflexivity (2007, background): “The items in the scale were formulated to measure a combination of intellectual stimulation, inspirational motivation and charisma, which we argue are the key elements of transformational leadership in this context (Waldman et al., 2006).”
Do Markets Punish or Reward Corporate Social Responsibility Decoupling? (2020, methodology): “For calculating CSR performance as a global score and because of the lack of any generally accepted guide for weighting each item, we assign equal importance and weights to each item following prior studies (e.g., Waldman et al., 2006) and the process established by Waddock and Graves (1997).”
An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility (2011, background): “A review of the empirical research literature on transformational leadership and follower attitudes toward social responsibility yields only a single study by Waldman et al. (2006a).”
Extending Corporate Social Responsibility Research to the Human Resource Management and Organizational Behavior Domains: A Look to the Future (2013, background): “At the same time, researchers have demonstrated that it is both feasible and desirable to analyze separate components of the KLD data (e.g., Waldman et al., 2006).”
The Effects of Top Management Team Integrative Complexity and Decentralized Decision Making on Corporate Social Performance (2011, methodology): “Further, research has found that values (de Luque, Washburn, Waldman, & House, 2008; Waldman et al., 2006), experiences (Thomas & Simerly, 1994, 1995), and leadership styles (Waldman et al., 2006) affect corporate social performance and firm performance.”
Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values (2010, result): “Because of the importance of a vision for executives (Sosik, Avolio, and Jung, 2002; Sosik and Dinger, 2007), this component has also been used in previous studies on CEOs’ transformational leadership (e.g., Waldman et al., 2001; Waldman, Siegel, and Javidan, 2006).”
CSR disclosure and firm performance: The mediating role of corporate reputation and moderating role of CEO integrity (2020, positive): “…are useful, they do not take into account the personal attributes of key decision-makers such as CEOs who are charged with the responsibility of formulating corporate strategy and may dramatically change the strategic direction of the firm, including decisions relating to CSR (Waldman et al. 2006).”
Alignment Versus Monitoring: An Examination of the Effect of the CSR Committee and CSR-Linked Executive Compensation on CSR Performance (2021, background): “Both parties are responsible for the firm’s strategy and may be directly involved in promoting CSR activities (Fabrizi et al., 2014; Waldman et al., 2006).”
Science Mapping of the Knowledge Base on Sustainable Leadership, 1990–2018 (2018, background): “Scholars such as Maak, Pless, Waldman, Matten, and Stahl have examined how leaders develop and model responsible business practices that foster corporate responsibility [21,52,54,56].”
The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs (2019, background): “[44], and Waldman [45] indicated that transformational leadership has a positive influence on CSR.”
Doing Good Business by Hiring Directors with Foreign Experience (2016, background): “The effective implementation of a CSR strategy helps a firm to create long-term value and capture sustainable competitive advantages (McWilliams and Siegel 2001, 2010; Porter and Kramer 2006; Waldman et al. 2006; Huang 2013).”
The Role of CEO’s Personal Incentives in Driving Corporate Social Responsibility (2014, background): “We believe that these results are particularly relevant because CEOs are recognized to have extensive decision-making power and the ability to affect the social responsibility of a firm (Deckop et al. 2006; Kochan, 2002; Manner, 2010; Waldman et al., 2006).”