Executive Leadership Style and Firm Corporate Social Responsibility Engagement

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Mitchell, K. (2023). Executive Leadership Style and Firm Corporate Social Responsibility Engagement. Unc Charlotte Electronic Theses And Dissertations.
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Abstract

Firms are thinking creatively and strategically to inform corporate social responsibility that benefits essential stakeholders. Not only is doing good vital for business, but it has become the responsibility of firms to create initiatives that incorporate different stakeholders. Prior research has shown that a relationship exists between executive leadership styles and Corporate Social Responsibility initiatives to determine their impact on stakeholders. However, more literature needs to look at diverse types of leadership styles and different types of CSR focus. This dissertation explores the relationship between executive leadership styles and firm CSR engagement with different focuses on philanthropic, operational effectiveness, and business model transformation. It also incorporates the potential moderating effect of CEO narcissism to determine if it amplifies the relationship between a particular leadership style and CSR focus. Stakeholder and upper echelon theory provide the framework for this study as it explores leadership style and decision-making when leaders consider CSR engagement. This study empirically investigates three leadership styles: servant, transactional, and transformational. The data was collected using a quantitative survey, and the findings provide theoretical and practical insight.

Details
Author

Mitchell, Keondra

Title

Executive Leadership Style and Firm Corporate Social Responsibility Engagement

Physical Description

1 online resource (134 pages) : PDF

Date

2023

Degree Granting Institution

University of North Carolina at Charlotte

Abstract

Firms are thinking creatively and strategically to inform corporate social responsibility that benefits essential stakeholders. Not only is doing good vital for business, but it has become the responsibility of firms to create initiatives that incorporate different stakeholders. Prior research has shown that a relationship exists between executive leadership styles and Corporate Social Responsibility initiatives to determine their impact on stakeholders. However, more literature needs to look at diverse types of leadership styles and different types of CSR focus. This dissertation explores the relationship between executive leadership styles and firm CSR engagement with different focuses on philanthropic, operational effectiveness, and business model transformation. It also incorporates the potential moderating effect of CEO narcissism to determine if it amplifies the relationship between a particular leadership style and CSR focus. Stakeholder and upper echelon theory provide the framework for this study as it explores leadership style and decision-making when leaders consider CSR engagement. This study empirically investigates three leadership styles: servant, transactional, and transformational. The data was collected using a quantitative survey, and the findings provide theoretical and practical insight.

Genre

doctoral dissertations

Subjects--Topics

Industrial management

Degree

D.B.A.

Subject Area

Business Administration

Advisor(s)

Hansen, Jared
Kellermanns, Franz

Committee Members

Ames Stuart, Jennifer
Park, SungJune

Degree Note

Thesis (D.B.A.)--University of North Carolina at Charlotte, 2023.

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Rights Holder Information

Copyright is held by the author unless otherwise indicated.

Identifier

Mitchell_uncc_0694D_13420

Permalink

http://hdl.handle.net/20.500.13093/etd:3227