An Empirical Study of Leader Ethical Values,Transformational and Transactional Leadership,and Follower Attitudes Toward Corporate Social Responsibility |
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Authors: | Kevin S Groves Michael A LaRocca |
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Institution: | (1) Graziadio School of Business and Management, Pepperdine University, 6100 Center Drive, Los Angeles, CA 90045, USA |
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Abstract: | Several leadership and ethics scholars suggest that the transformational leadership process is predicated on a divergent set
of ethical values compared to transactional leadership. Theoretical accounts declare that deontological ethics should be associated
with transformational leadership while transactional leadership is likely related to teleological ethics. However, very little
empirical research supports these claims. Furthermore, despite calls for increasing attention as to how leaders influence
their followers’ perceptions of the importance of ethics and corporate social responsibility (CSR) for organizational effectiveness,
no empirical study to date has assessed the comparative impact of transformational and transactional leadership styles on
follower CSR attitudes. Data from 122 organizational leaders and 458 of their followers indicated that leader deontological
ethical values (altruism, universal rights, Kantian principles, etc.) were strongly associated with follower ratings of transformational
leadership, while leader teleological ethical values (utilitarianism) were related to follower ratings of transactional leadership.
As predicted, only transformational leadership was associated with follower beliefs in the stakeholder view of CSR. Implications
for the study and practice of ethical leadership, future research directions, and management education are discussed. |
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Keywords: | |
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