What goes around comes around: The mediation of corporate social responsibility in the relationship between transformational leadership and employee engagement

Organization studies have investigated transformational leadership and employee engagement as key variables in the field. Recent calls in the literature propose further investigation of the link between leadership and engagement, through different levels within the organization. Hence, the current study examines the leadership–engagement relationship in more depth and introduces perceived corporate social responsibility as an organizational level mediator. Hypotheses were tested amongst employees in a European bank ( N = 5313) and were supported. This study contributes both to theory and practice by: (a) expanding the scope of transformational leadership effectiveness, specifically as a facilitator for employee engagement, and (b) demonstrating the contribution of perceived corporate social responsibility as a mediator in the relationship between transformational leadership and employee engagement.

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Examining Corporate Social Responsibility and Employee Engagement in Macao

Advances in Logistics, Operations, and Management Science - Managerial Strategies and Practice in the Asian Business Sector ◽

10.4018/978-1-4666-9758-4.ch005 ◽

2016 ◽

pp. 59-81

Author(s):

Jennifer H. Gao

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Employee Engagement ◽

Organizational Support ◽

Theory And Practice ◽

Future Research ◽

Chinese Values ◽

Tourism Sector ◽

Corporate Social ◽

The Relationship

Previous research suggested that Corporate Social Responsibility (CSR) is positively related to organization's attractiveness to potential employees. This chapter tries to explore the effectiveness of CSR dimensions on employee engagement and the mediating factors that lay between the two constructs. It is proposed that CSR has a direct impact on employee engagement, and that perceived organizational support (POS) and Chinese values mediate this relationship, so CSR may also contribute indirectly to employee engagement. Data were collected from 314 employees in the tourism sector in Macao. Results support the hypotheses, as the relationship between CSR and employee engagement is fully mediated by POS and Chinese Values. Implications to theory and practice, with limitations and future research are presented.

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Examining Corporate Social Responsibility and Employee Engagement in Macao

Corporate Social Responsibility ◽

10.4018/978-1-5225-6192-7.ch072 ◽

2019 ◽

pp. 1380-1402

Author(s):

Jennifer H. Gao

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Employee Engagement ◽

Organizational Support ◽

Theory And Practice ◽

Future Research ◽

Chinese Values ◽

Tourism Sector ◽

Corporate Social ◽

The Relationship

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Relating Corporate Social Responsibility and Employee Engagement

International Journal of Asian Business and Information Management ◽

10.4018/ijabim.2014040102 ◽

2014 ◽

Vol 5 (2) ◽

pp. 12-22 ◽

Cited By ~ 1

Author(s):

Jennifer H. Gao

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Employee Engagement ◽

Organizational Support ◽

Theory And Practice ◽

Future Research ◽

Chinese Values ◽

Effective Dimensions ◽

Corporate Social ◽

The Relationship

Previous research suggested that Corporate Social Responsibility (CSR) is positively related to organization's attractiveness to potential employees. This paper tries to explore the effective dimensions of CSR on employee engagement and the mediating factors that lay between the two constructs. The author proposes that CSR has a direct impact on employee engagement, and that perceived organizational support (POS) and Chinese values mediate this relationship, so CSR may also contribute indirectly to employee engagement. Results support the hypotheses, as the relationship between CSR and employee engagement is fully mediated by POS and Chinese values. Implications to theory and practice, with limitations and future research are presented.

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The Mediating Effect of Organizational Citizenship Behavior in the Relationship between Transformational Leadership and Corporate Social Responsibility Practices: Middle Eastern Example/Jordan

Sustainability ◽

10.3390/su12104248 ◽

2020 ◽

Vol 12 (10) ◽

pp. 4248 ◽

Cited By ~ 1

Author(s):

Khaled Alshihabat ◽

Tarik Atan

Keyword(s):

Transformational Leadership ◽

Corporate Social Responsibility ◽

Social Responsibility ◽

Organizational Citizenship ◽

Organizational Citizenship Behavior ◽

Mediating Effect ◽

Citizenship Behavior ◽

Equation Modeling ◽

Corporate Social ◽

The Relationship

The main objective of this study was to investigate the mediating effect of organizational citizenship behavior (OCB) in the relationship between transformational leadership (TLS) and corporate social responsibility practices (CSR). Another objective was to present adequate properties regarding the reliability of the scores, and evidence of the validity of the internal structure of the measurement instrument. Structure equation modeling (SEM) was used to analyze the data, which was randomly collected from 392 participants from the universities of Jordan. The overall assessment of the model was accepted and TLS was found to indirectly and significantly impact CSR practices through OCB, where the direct effect was significant, though lower than the indirect impact. This means that TLS is a good predictor of CSR practices, especially with the mediation of OCB. One of the implications of this finding is that leaders should promote OCB among their employees, as this will be reflected in their CSR practices, which is one of the requirements of sustainability. The originality of this research lies in it being the first to explore the indirect effect of TLS on CSR practices through OCB.

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Transformational leadership and affective organizational commitment: mediating roles of perceived social responsibility and organizational identification

Social Responsibility Journal ◽

10.1108/srj-11-2016-0193 ◽

2017 ◽

Vol 13 (3) ◽

pp. 585-600 ◽

Cited By ~ 5

Author(s):

Gregory W. Allen ◽

Prince A. Attoh ◽

Tao Gong

Keyword(s):

Transformational Leadership ◽

Corporate Social Responsibility ◽

Organizational Commitment ◽

Social Responsibility ◽

Organizational Identification ◽

Affective Organizational Commitment ◽

Content Type ◽

Corporate Social ◽

The Relationship ◽

Staff Level

Purpose The purpose of this research was to examine the mediating roles of staff-level employee perceptions of corporate social responsibility (PCSR) and organizational identification in the relationship between transformational leadership and affective organizational commitment. Design/methodology/approach A survey was administered to staff-level employees of private sector companies through social media groups comprising members of the alumni associations of two universities in the northeast of America. A total of 218 responses were received, and the data were analyzed using a serial multiple mediator model. Findings The research indicates that transformational leadership helps staff-level employees perceive the organization as socially considerate, which in turn adds to their feelings of identification and commitment to the organization. Perceived corporate social responsibility and organizational identification do mediate the relationship between transformational leadership and affective organizational commitment. Leader development programs should consider emphasizing transformational leadership to achieve a win for both organizations and society. Originality/value This study adds empirical evidence to understand the linkage between transformational leadership and PCSR in staff-level employees. The research provides insight into how leaders can be responsive to stakeholder demands through transformational leadership, how PCSR is engendered at the staff-level, how staff-level employee PCSR contributes organizational value and how PSCR and organizational identification partly explain how transformational leadership effects affective organizational commitment.

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Mediating Role of Job Satisfaction on Internal Corporate Social Responsibility Practices and Employee Engagement in Higher Education Sector

Contemporary Management Research ◽

10.7903/cmr.20334 ◽

2020 ◽

Vol 16 (3) ◽

pp. 207-227

Author(s):

Md. Monir Hossen ◽

Tak Jie Chan ◽

Nurul Ain Mohd Hasan

Keyword(s):

Job Satisfaction ◽

Corporate Social Responsibility ◽

Social Responsibility ◽

Employee Engagement ◽

Partial Least Square ◽

Working Environment ◽

Employee Empowerment ◽

Employment Stability ◽

Corporate Social ◽

The Relationship

The study aims to investigate the relationship between internal corporate social responsibility (ICSR) practices and employee engagement through job satisfaction as a mediating variable. The ICSR dimensions are comprised of employee empowerment, education and training, employment stability, as well as a working environment. This study is based on the social exchange theory to explore the relationship between the above factors and ICSR. In this study, purposive sampling was adopted. A quantitative (survey) method was employed, generating 93 valid responses. The data was then analyzed using Partial Least Square Structural Equation Modelling through Smart-PLS 3.0. The results revealed that ICSR practices, namely employee empowerment, and employment stability contributed positively to job satisfaction. However, training & education and working environment were found not significant to job satisfaction. In addition, job satisfaction has a positive influence on employee engagement. The results of the study found that except for training, education, and the work environment, job satisfaction mediates the relationship between ICSR practices and employee engagement. Conclusion, implications of the findings, and suggestions for future study are also discussed.

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Employee perceptions of corporate social responsibility and organizational corruption: empirical evidence from Kosovo

Corporate Governance ◽

10.1108/cg-07-2020-0274 ◽

2020 ◽

Vol 20 (7) ◽

pp. 1349-1370

Author(s):

Festim Tafolli ◽

Sonja Grabner-Kräuter

Keyword(s):

Job Satisfaction ◽

Corporate Social Responsibility ◽

Social Responsibility ◽

Ethical Leadership ◽

Organizational Level ◽

Content Type ◽

Organizational Corruption ◽

Corruption Perception ◽

Corporate Social ◽

The Relationship

Purpose The purpose of this paper is to investigate the relationship between perceived corporate social responsibility (PCSR) and perceived organizational corruption (POC) in a developing country context. The research suggests mediating roles of perceived ethical leadership (PEL) and job satisfaction (JS) in the PCSR–POC relationship. Design/methodology/approach Data were collected through survey questionnaires. The sample consisted of 434 employees working in private and public organizations in Kosovo. Regression analysis was conducted by using a serial mediation model. Findings Applying a social learning framework, this study provides evidence that employees’ perceptions of corporate social responsibility (CSR) are positively related to perceived ethical leadership and job satisfaction and negatively related to perceived organizational corruption. Furthermore, results confirm that the relationship between CSR perception and organizational corruption perception is mediated by ethical leadership perception and job satisfaction. Practical implications Armed with the findings, organizations can adopt CSR practices to positively influence employee behaviors and attitudes. From these results, it is possible to better comprehend the role of CSR in dealing with relevant aspects such as corruption at the organizational level, especially in developing and emerging markets. Social implications The findings of this research indicate that employees in socially responsible organizations perceive less organizational corruption. Adopting a more ethical and responsible management approach might represent a promising solution to fight the corruption phenomenon inside and even outside organizations. These results should serve as reflection for both managers and public authorities. Originality/value With regard to CSR, previous studies have investigated different employee outcomes but never considered the potential impact on corruption at the organizational level. Furthermore, this study extends the literature by conceptualizing perceived ethical leadership and job satisfaction as mediators between perceived CSR and organizational corruption perception, in a developing country context where the concept of CSR is still less investigated.

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Corporate social responsibility, facets of employee job satisfaction and commitment: the case in Ecuador

The TQM Journal ◽

10.1108/tqm-01-2020-0011 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Halder Yandry Loor-Zambrano ◽

Luna Santos-Roldán ◽

Beatriz Palacios-Florencio

Keyword(s):

Job Satisfaction ◽

Corporate Social Responsibility ◽

Social Responsibility ◽

Employee Engagement ◽

Structural Equation ◽

Negative Impact ◽

Content Type ◽

Positive Effects ◽

Corporate Social ◽

The Relationship

PurposeThis paper aims to show the relationships between corporate social responsibility, job satisfaction (in its different facets or aspects) and employee commitment. In addition, the paper aims to identify the mediating role that facets of job satisfaction in the relationship between CSR and worker commitment.Design/methodology/approachThe authors propose a model of relations between the variables indicated and the use of a variance-based structural equation modelling technique to identify the relations in a sample of 318 workers from Ecuadorian companies who answered a questionnaire. Specifically, the partial least squares (PLS) methodology was employed using the Smart PLS software.FindingsThe results and findings of this work confirm the theoretical hypotheses specific to the influence of CSR on the five facets of job satisfaction. On the other hand, it should be stressed that only job satisfaction in itself has positive effects on employee engagement. Furthermore, our study shows that satisfaction with co-workers has a negative effect on commitment. However, this study's most relevant contribution is the consideration of the mediating nature of some aspects of job satisfaction in the relationship between CSR and organisational commitment: positive for job satisfaction itself and negative in the case of satisfaction with co-workers. Therefore, implementing CSR practices can be useful for organisations that wish to foster positive attitudes among their employees.Originality/valueThe work enriches specific knowledge about the relationships between CSR and some employee attitudes and behaviours: commitment and job satisfaction. Of particular relevance is the fact that CSR favourably conditions the commitment of employees through the satisfaction derived from the work itself. The presence of a negative impact of co-worker satisfaction on engagement highlights the need to examine CSR actions that generate adverse impacts on this facet of satisfaction.

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The impact of corporate social responsibility on brand equity

Marketing Intelligence & Planning ◽

10.1108/mip-02-2018-0051 ◽

2019 ◽

Vol 37 (1) ◽

pp. 2-17 ◽

Cited By ~ 6

Author(s):

Jing Yang ◽

Kelly Basile

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Brand Equity ◽

Theory And Practice ◽

The Other ◽

Content Type ◽

Interaction Terms ◽

Corporate Social ◽

The Impact ◽

The Relationship

Purpose Despite the significant investment in research on corporate social responsibility (CSR), there still exists a lack of clarity in terms of how different types of CSR activities lead to the outcomes a firm desires with their investment in CSR. The purpose of this paper is to provide greater insight on the relationship between types of CSR activities and brand equity (BE). The authors develop and test a conceptual framework, which examines the unique relationship between each CSR dimension and BE, as well as the interaction of product-related CSR activities and employee-related CSR activities with CSR activities across the other dimensions. Design/methodology/approach The authors collected data from multiple secondary sources, including Kinder, Lydenberg and Domini (KLD) Research and Analytics Inc., Interbrand, Compustat and CMR. The authors used random-effect estimations to estimate panel regressions of BE as a function of the different dimensions of a firm’s CSR, interaction terms between CSR dimensions and product quality and interaction terms between employee relations and other CSR dimensions, as well as a set of control variables and Year dummy variables. Findings Based upon a large-scale panel data set including 78 firms for the period of 2000–2014, the results show that diversity- and governance-related CSR have a positive effect on BE, employee-related CSR has a negative effect on BE and both product and employee dimensions play important roles in the relationships between other CSR dimensions and BE. These results have important implications for both theory and practice. Originality/value This study makes several contributions to extant literature on CSR and brand strength. First, this study examines the impact of CSR on BE vs alternative measures of brand-related outcomes. This study uses the KLD database to determine scores for firm CSR activity. It is the first to use the extensive KLD database to examine the relationship between types of CSR activities and BE. Last, this study seeks to better understand some of the organizational factors which influence the success of CSR outcomes. Specifically, the research will examine the interaction of product-related and employee-related CSR activities with CSR activities across the other dimensions.

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Employees' perceptions of corporate social responsibility and creativity: Employee engagement as a mediator

Social Behavior and Personality An International Journal ◽

10.2224/sbp.8479 ◽

2019 ◽

Vol 47 (12) ◽

pp. 1-13

Author(s):

Zelin Tong ◽

Liya Zhu ◽

Ning Zhang ◽

Lisher Livuza ◽

Nan Zhou

Keyword(s):

Corporate Social Responsibility ◽

Social Responsibility ◽

Employee Engagement ◽

Organizational Support ◽

Perceived Organizational Support ◽

Least Squares Regression ◽

Bank Employees ◽

Corporate Social ◽

The Relationship ◽

Practical Implications

We explored the relationship between corporate social responsibility (CSR) and employee creativity (EC), and investigated how employees' perceptions of CSR and EC interact with perceived organizational support. Data from 278 bank employees in Malawi were analyzed using partial least squares regression. We found that employees' perceptions of CSR were positively related to EC, and that this relationship was mediated by employee engagement. In addition, the moderating effect results showed that when perceived organizational support was high, employees' perceptions of CSR strengthened their work engagement, which then improved EC. These findings indicate that CSR is an important strategic tool in shaping EC. Theoretical and practical implications are discussed.

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