Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role
This paper investigates leader's perceptions of ethics and social responsibility (PRESOR) on organisation's institutional CSR practices. The results indicate that while the managers in this study perceive that ethics and social responsibility play an important role in determining the organ...
| Main Authors: | , , |
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| Format: | Article |
| Language: | English |
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Universiti Putra Malaysia Press
2015
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| Online Access: | http://psasir.upm.edu.my/id/eprint/41715/ http://psasir.upm.edu.my/id/eprint/41715/1/02%20JSSH%20Vol%2023%20%28S%29%20Jan%202015_pg17-32%20%28JSSH-1224-2014%29.pdf |
| _version_ | 1848849770419847168 |
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| author | Ho, Jo Ann Ang, Yen Hui Tee, Keng Kok |
| author_facet | Ho, Jo Ann Ang, Yen Hui Tee, Keng Kok |
| author_sort | Ho, Jo Ann |
| building | UPM Institutional Repository |
| collection | Online Access |
| description | This paper investigates leader's perceptions of ethics and social responsibility (PRESOR) on organisation's institutional CSR practices. The results indicate that while the managers in this study perceive that ethics and social responsibility play an important role in determining the organisation's long-term and short-term gains, they do not think that ethics and social responsibility are the only important factors in determining firm's profitability and survival, as indicated by the non-significant results of the PRESOR (social responsibility and profitability) dimension. Another objective was to determine the types of leadership style in influencing the adoption and practices of CSR. As oppose to many previous studies, the results indicate that among the leadership styles, transactional leadership influences institutional CSR practices, while transformational leadership does not. This finding implies that for CSR practices to be implemented, leaders need to use rewards, rules and regulations in a Malaysian context. In other words, in order to institutionalise CSR practices in Malaysia, corporations should start by introducing extrinsic incentives. |
| first_indexed | 2025-11-15T09:55:40Z |
| format | Article |
| id | upm-41715 |
| institution | Universiti Putra Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-15T09:55:40Z |
| publishDate | 2015 |
| publisher | Universiti Putra Malaysia Press |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | upm-417152016-01-27T04:20:32Z http://psasir.upm.edu.my/id/eprint/41715/ Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role Ho, Jo Ann Ang, Yen Hui Tee, Keng Kok This paper investigates leader's perceptions of ethics and social responsibility (PRESOR) on organisation's institutional CSR practices. The results indicate that while the managers in this study perceive that ethics and social responsibility play an important role in determining the organisation's long-term and short-term gains, they do not think that ethics and social responsibility are the only important factors in determining firm's profitability and survival, as indicated by the non-significant results of the PRESOR (social responsibility and profitability) dimension. Another objective was to determine the types of leadership style in influencing the adoption and practices of CSR. As oppose to many previous studies, the results indicate that among the leadership styles, transactional leadership influences institutional CSR practices, while transformational leadership does not. This finding implies that for CSR practices to be implemented, leaders need to use rewards, rules and regulations in a Malaysian context. In other words, in order to institutionalise CSR practices in Malaysia, corporations should start by introducing extrinsic incentives. Universiti Putra Malaysia Press 2015 Article PeerReviewed application/pdf en http://psasir.upm.edu.my/id/eprint/41715/1/02%20JSSH%20Vol%2023%20%28S%29%20Jan%202015_pg17-32%20%28JSSH-1224-2014%29.pdf Ho, Jo Ann and Ang, Yen Hui and Tee, Keng Kok (2015) Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role. Pertanika Journal of Social Sciences & Humanities, 23 (spec. Jan.). pp. 17-32. ISSN 0128-7702; ESSN: 2231-8534 http://www.pertanika.upm.edu.my/Pertanika%20PAPERS/JSSH%20Vol.%2023%20%28S%29%20Jan.%202015/02%20JSSH%20Vol%2023%20%28S%29%20Jan%202015_pg17-32%20%28JSSH-1224-2014%29.pdf |
| spellingShingle | Ho, Jo Ann Ang, Yen Hui Tee, Keng Kok Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role |
| title | Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role |
| title_full | Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role |
| title_fullStr | Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role |
| title_full_unstemmed | Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role |
| title_short | Institutional corporate social responsibility (CSR) practices: the influence of leadership styles and their perceived ethics and social responsibility role |
| title_sort | institutional corporate social responsibility (csr) practices: the influence of leadership styles and their perceived ethics and social responsibility role |
| url | http://psasir.upm.edu.my/id/eprint/41715/ http://psasir.upm.edu.my/id/eprint/41715/ http://psasir.upm.edu.my/id/eprint/41715/1/02%20JSSH%20Vol%2023%20%28S%29%20Jan%202015_pg17-32%20%28JSSH-1224-2014%29.pdf |