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Corporate Social Responsibility Leadership

Author

Listed:
  • Andra MODREANU

    (Bucharest University of Economic Studies, Romania)

  • Gabriela ANDRISAN

    (Bucharest University of Economic Studies, Romania)

  • Magdalena PLATIS

    (University of Bucharest, Romania)

Abstract

Human resources are currently in the limelight for businesses. Employers are searching for individuals who can alter and sustain an organization's goals, in addition to having the necessary skills and expertise. Companies are on the lookout for allies, respectively employees who understand and support their mission. Moreover, these individuals should have the ability to train and eventually retain other employees. As a result, the formation of meaningful relationships has become a means of achieving loyalty. At first side, corporate social responsibility leadership and a transformational leader appear to be an excellent match that might aid businesses within this matter. Therefore, the objective of the study was to identify if CSR leadership is a matter of transformational or transactional style in the current business environment, following a qualitative approach, respectively the collection and analyzation of secondary data such as scientific journals. The findings of the present study sustain that firms should strive for transactional leaders. Individuals nowadays are mostly concerned with obtaining personal benefits. As a result, they may view the variable of reward as a motivator to perform in accordance with expectations. Additionally, transformational leader are hard to find. Hence, promoting CSR leadership through transformational leaders has the potential to help the company achieve its goals while also increasing its credibility among diverse stakeholders.

Suggested Citation

  • Andra MODREANU & Gabriela ANDRISAN & Magdalena PLATIS, 2023. "Corporate Social Responsibility Leadership," Contemporary Economy Journal, Constantin Brancoveanu University, vol. 8(2), pages 25-36.
    • Handle: RePEc:brc:brccej:v:8:y:2023:i:2:p:25-36
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    References listed on IDEAS

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    3. Mai Ngoc Khuong & Nguyen Khoa Truong an & Tran Thi Thanh Hang, 2021. "Stakeholders and Corporate Social Responsibility (CSR) programme as key sustainable development strategies to promote corporate reputation—evidence from vietnam," Cogent Business & Management, Taylor & Francis Journals, vol. 8(1), pages 1917333-191, January.
    4. Sorin George Toma, 2008. "SOCIAL RESPONSIBILITY AND CORPORATE CITIZENSHIP IN THE 21th CENTURY," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 10(23), pages 80-85, February.
    5. Sorin-George Toma, 2012. "A Pilot Study on the Relationships Among Organizational Learning, Change, and Sustainability in a Responsible Romanian Higher Education Institution," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 14(32), pages 420-435, June.
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    7. Cosmin-Ionu? Imbriscã & Sorin-George Toma, 2020. "Social Responsibility, a Key Dimension in Developing a Sustainable Higher Education Institution: The Case of Students’ Motivation," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 22(54), pages 447-447, April.
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    More about this item

    Keywords

    leadership; corporate social responsibility; corporate social responsibility leadership; transformational leaders;
    All these keywords.

    JEL classification:

    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M19 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Other

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