Transformational Leadership: Examining Subordinates’ Perception of Corporate Social Responsibility and Organizational Outcomes in Nigeria

International Journal of Research and Innovation in Social Science (IJRISS) | Volume IV, Issue V, May 2020 | ISSN 2454–6186

Transformational Leadership: Examining Subordinates’ Perception of Corporate Social Responsibility and Organizational Outcomes in Nigeria

Chikelu Okey Felix. PhD, Bala Aliyu Kardi, Mohammed Saleh Ismail
 Waziri Umaru Federal Polytechnic, Birnin Kebbi, Kebbi State. Nigeria

Abstract:- Today, leadership requires more than skills and the ability to lead as ethical lapses and erosion of trust are on the increase. Therefore, for a healthy implementation of corporate social responsibility (CSR) requires carrying all stakeholders along. Thus, higher cognition and creative- innovative abilities has been evidenced as essential but mostly under- researched. This paper is an attempt to contribute in filling this existing gap in literature by exploring how transformational leadership style and subordinates’ perception of corporate social responsibility (CSR) can enhance and propel followers creative-innovation in an organization. Quality leadership, employees are very crucial and vital assets in an organization. Conceptually therefore, transformational leadership style have been evidenced as an important and supportive weapon in the formulation and implementation of strategies geared towards attainment of common and mutual obligation. Literature evidenced that it strengthens followers perception of CSR, job satisfaction, and organizational outcomes which has so far attracted less or little attention in research. Additionally, we introduced and investigated CSR, trust and job satisfaction as potential mediators on the linkages between transformational leadership and followers creative-nnovations. Data was collected from 176 respondents in 96 organizations. Results shows a positive and significant linkage between transformational leadership and subordinates’ creative-innovation. A sufficient direct and indirect mediating effects were established between the variables using SEM-AMOS24, a significant direct and indirect linkages between the variables was reported. Thus, using both symmetrical and asymmetrical methodology, we concluded with some suggestions based on literature while the implication and limitations of the study were highlighted and future research directions were given.

Keywords: Transformational leadership, Corporate Social Responsibility, Organizational Outcomes.

I. INTRODUCTION

Northouse (2011) posited that transformational leaders are altruistic in nature. Therefore, through idealized influence and intellectual stimulation they propel organizations CSR activities for mutual interest (Wesley,Basran, Hayward & Harris, 2011: Felix et al.., 2016). Literature evidenced that organizations engage in CSR activities for many reasons including positive change, both socio-economic, positive performance and reputation (Wickert, Scherer & Spence, 2016).

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