Does Transformational Leadership Facilitate Follower Beliefs in Corporate Social Responsibility? A Field Study of Leader Personal Values and Follower Outcomes

Abstract

The authors tested an integrated model of transformational leadership consisting of leader personal values, follower beliefs in corporate social responsibility, and leadership performance outcomes. Data from 110 managers and 472 of their direct reports demonstrated strong support for the integrated model. As predicted, leader openness to change, self-transcendent, and collectivistic work values were positively associated with transformational leadership, whereas self-enhancement values were negatively associated with transformational leadership. Follower beliefs in corporate social responsibility partially mediated the relationship between transformational leadership and follower extra effort, which was strongly associated with leadership effectiveness. Implications for leadership theory, practice, and future research are discussed.

Keywords

transformational leadership personal values socially responsible leadership

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