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“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes

“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level... Drawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates the moderating role of authenticity on the relationship between responsible leadership and its multi-level effects, i.e. relational social capital, corporate social performance and community citizenship behaviour among employees.Design/methodology/approachThe authors conducted four field studies using the quantitative methodology to test the hypotheses. In study 1 (N = 236), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and relational social capital. In study 2 (N = 203), by adopting a multi-wave research design, the authors examine the relationship between responsible leadership, authenticity and corporate social performance. In study 3 (N = 203), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and employees' community citizenship behaviour. In study 4 (N = 257), by adopting a multi-wave and multi-source research design, the authors capture the impact of responsible leadership on outcomes (social capital, corporate social performance and community citizenship behaviour) with a boundary condition of authenticity.FindingsThe authors find that responsible leadership enhances relational social capital, improves a firm's social performance and develops community citizenship behaviour among employees. Further, the study finds that authenticity positively moderates the relationship between responsible leadership and its multi-level outcomes.Originality/valueFirst, it is a maiden study to investigate the multi-level outcomes of RL in a series of three empirical studies. Second, it contributes to RL literature by testing a unique moderating role of authenticity between RL and its multi-level outcomes of relational social capital, corporate social performance and employees' community citizenship behaviour. This study also provides empirical evidence for the multi-level implications of stakeholder theory. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes

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References (80)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-04-2020-0165
Publisher site
See Article on Publisher Site

Abstract

Drawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates the moderating role of authenticity on the relationship between responsible leadership and its multi-level effects, i.e. relational social capital, corporate social performance and community citizenship behaviour among employees.Design/methodology/approachThe authors conducted four field studies using the quantitative methodology to test the hypotheses. In study 1 (N = 236), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and relational social capital. In study 2 (N = 203), by adopting a multi-wave research design, the authors examine the relationship between responsible leadership, authenticity and corporate social performance. In study 3 (N = 203), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and employees' community citizenship behaviour. In study 4 (N = 257), by adopting a multi-wave and multi-source research design, the authors capture the impact of responsible leadership on outcomes (social capital, corporate social performance and community citizenship behaviour) with a boundary condition of authenticity.FindingsThe authors find that responsible leadership enhances relational social capital, improves a firm's social performance and develops community citizenship behaviour among employees. Further, the study finds that authenticity positively moderates the relationship between responsible leadership and its multi-level outcomes.Originality/valueFirst, it is a maiden study to investigate the multi-level outcomes of RL in a series of three empirical studies. Second, it contributes to RL literature by testing a unique moderating role of authenticity between RL and its multi-level outcomes of relational social capital, corporate social performance and employees' community citizenship behaviour. This study also provides empirical evidence for the multi-level implications of stakeholder theory.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: Apr 20, 2021

Keywords: Responsible leadership; Relational social capital; Corporate social performance; Community citizenship behaviour; Stakeholder theory

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