An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility

By Kevin S. Groves, M. LaRocca. 2011

370 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b5cc4413315200200939e7afd98532a3b79b4f5a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “…(Brammer et al. 2007; Vlachos et al. 2013), employee-company identification (Kim et al. 2010; McShane & Cunningham 2012), employee connections (McShane & Cunningham 2012), leadership styles (Groves & LaRocca 2011; Du et al. 2013), and organization identification (De Roeck & Delobbe 2012).”
Situational , Transformational , and Transactional Leadership and Leadership Development (2014, background): “Groves and LaRocca (2011) studied both transactional and TL in the context of ethical behavior.”
Examining the Internal Aspect of Corporate Social Responsibility (CSR): Leader Behavior and Employee CSR Participation (2014, background): “Previous studies have found that a leader’s advocacy has direct effects on employee awareness of CSR activities and attitude toward them aside from actual participation (Craig, 2007; Egri & Herman, 2000; Groves & LaRocca, 2011).”
Linking Ethical Leadership to Employees’ Organizational Citizenship Behavior: Testing the Multilevel Mediation Role of Organizational Concern (2015, background): “Basically, leaders who are advanced ethical promoters usually show greater organizational concern to the sustainable development of the organization by morally balancing the benefits and values of various stakeholders (Sama and Shoaf 2008; Groves and LaRocca 2011).”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Despite the likely importance of values to middle managers, relatively few studies focus particularly on this group (Hemingway & Maclagan, 2004) or consider multiple groups (Groves & LaRocca, 2011).”
Transformational Leadership and Follower’s Unethical Behavior for the Benefit of the Company: A Two-Study Investigation (2013, methodology): “…be sure, Zhu et al. (2011) recently found transformational leadership to positively predict employees’ commitment to their own moral principles, and Groves and LaRocca (2011) showed transformational leadership to be positively related with employees’ attitude toward corporate social…”
Critical Essay: The reconciliation of fraternal twins: Integrating the psychological and sociological approaches to ‘micro’ corporate social responsibility (2019, background): “Some studies have considered different groups simultaneously (Groves and LaRocca, 2011) or surveyed different hierarchical levels to capture micro-CSR as a multilevel phenomenon (Kim et al., 2017).”
Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors (2017, background): “In doing so, we concurrently address calls to investigate the interlinkage between CSR and ethical leadership (Christensen et al. 2014; De Roeck and Maon 2016; Groves and LaRocca 2011).”