Corporate social responsibility, ambidextrous leadership, and service excellence

Le, Viet; Masli, Eryadi K.; Rajendran, Diana

doi:10.1108/mip-05-2018-0157

Cited by 13 publications

(13 citation statements)

References 56 publications

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“…Managers should ensure well-crafted CSR policies in the organization as it bolster the self-esteem of their employees which later results in improvement in their JP (Chaudhary, 2017). Besides this, through CSR organizations can send a signal that employees are their valuable assets and can instill customer oriented values among them (Luu et al , 2019). Managers must be cautious about the tendency to overlook internal CSR when giving more emphasis to external CSR activities.…”

Section: Discussionmentioning

confidence: 99%

Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility

Jnaneswar¹,

Ranjit²

2020

JAMR

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PurposeEncouraging employees to bolster their performance in today's turbulent business environment is an important priority for all types of organizations. Even though few studies reported the impact of transformational leadership (TL) on job performance (JP), the role of mediators namely corporate social responsibility (CSR) in this relationship is not given due attention. The purpose of this paper is to assess the mediating role of CSR in the relationship between TL and JP in the Indian context.Design/methodology/approachData from 306 full time employees working in the manufacturing industry in India were collected through an online survey. The manufacturing organizations were selected on the basis of their active participation in CSR activities and robustness of HR practices. Three structured questionnaires were used for eliciting data from the employees, and AMOS software was used for testing the validity of the hypothesized model. PROCESS macro was used for testing the mediating role of CSR.FindingsTL impacted both JP and CSR. Additionally, CSR showed a positive relationship with JP of employees. The pivotal finding of the study is the partial mediation of CSR in the TL–JP relationship.Originality/valueBased on neo-charismatic paradigm theory, TL theory, stakeholder theory and social identity theory, this paper enriches the literature by demonstrating the mediation mechanism driving TL and JP relationship.

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Section: Discussionmentioning

confidence: 99%

Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility

Jnaneswar¹,

Ranjit²

2020

JAMR

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“…In light of the SET, frontline employees who perceive their banks as committed to CSR initiatives may reciprocate with greater engagement. Furthermore, these banks with other-oriented values in general and customer-oriented values in particular can provide employees with resources (knowledge, skills, values and support) to develop motivation and abilities to demonstrate customeroriented organizational citizenship behaviors, thus enhancing customer service excellence (Luu et al, 2019).…”

Section: Practical Implicationsmentioning

confidence: 99%

Frontline employees’ engagement and business performance: the mediating role of customer-oriented behaviors

Ghlichlee

Bayat

2020

MRR

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Purpose Within the retail banking sector, the customer-centric business model has become an important and new business trend in recent years. The enhancement of the frontline service employees’ engagement and their customer-oriented behaviors are among the key factors affecting business performance (BP) in this sector of the banking industry. The purpose of this paper is to improve management decisions to enhance BP through examining the relationship between the frontline employees’ engagement and BP while taking into account the mediating effect of customer-oriented behaviors on this relationship. Design/methodology/approach A quantitative approach was adopted to conduct the present study, and the respondents were sampled from a large commercial bank in Iran using a structured questionnaire. Overall, 50 branch managers and 90 frontline employees were selected using random sampling. A confirmatory factor analysis was conducted to ascertain the validity and reliability of the observed items and a structural equation model was used for testing the proposed hypotheses and research framework. Findings The findings showed that customer-oriented behaviors mediated the relationship between the frontline employees’ engagement and bank’s branches’ BP. Higher levels of the frontline employees’ engagement enhance the customer-oriented behaviors. It was revealed that the frontline employees are engaged in their job and organization. Moreover, the engaged frontline employees listen carefully to customers, the customer’s problem is important to them and they complete their tasks precisely for customers. It has been confirmed that customer-oriented behaviors enhance branches’ BP. The bank frontline employees’ engagement and customer-oriented behaviors, in turn, affected the bank’s branches’ financial performance, process performance and employee performance compared with the bank’s key competitors. Research limitations/implications This study highlights the value of empirically establishing how employee customer-oriented behaviors are affected by employee engagement as an integrative construct bringing together BP. Practical implications This study can help improve BP by increasing the frontline employees’ engagement and their customer-oriented behaviors. This study suggests that organizations using the findings of this study could effectively assess their frontline employees’ engagement and their customer-oriented behaviors and then plan for improving them. Social implications This study offers a customer-oriented initiative as a social responsibility to be considered by retail banks. In light of the social exchange theory, the banks valuing customer-oriented can provide employees with knowledge, skills, values and support to develop motivation and abilities to demonstrate customer-oriented organizational citizenship behaviors. Originality/value Previous studies demonstrated that the employees’ engagement affects their customer-oriented behaviors. In addition, studies have referred to the effect of employees’ customer-oriented behaviors on BP. However, to the best of the knowledge, key questions regarding how the employees’ engagement at the branch level fosters customer-oriented behaviors and, in turn, the bank’s branches’ BP, remain unanswered. Hence, this study contributes to the investigation of the mediating role of the frontline employees’ customer-oriented behaviors in the relationship between their engagement and branches’ BP in the retail banking sector.

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“…Luu, Le, Masli, and Rajendran () highlighted the importance of ambidextrous leadership to attenuate the significant effect of CSR on firm's performance. Nevertheless, in the academic literature, leaders' attitudes and cultural variance were found two dominant barriers in CSR (Mishra & Schmidt, ).…”

Section: Introductionmentioning

confidence: 99%

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

Saha

Shashi

Cerchione

et al. 2019

Corp Soc Responsibility Env

217

126

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Academic and corporate interest in ethical leadership, corporate social responsibility (CSR), and firm performance has attracted a lot of attention in recent years. In fact, many research papers and journal special issues have been focused on these three domains. In this context, this paper conducts a systematic review on the concepts of ethical leadership and CSR and their impact on firm performance. 114 papers published over a period of 58 years (1958–2016) were selected and analyzed according to descriptive and content perspectives to propose a conceptual framework and define a future research agenda. In fact, the main results allow us to derive six main propositions representing possible areas of investigation to direct research on the topic. More in details, the body of literature highlights that financial factors are the main barriers affecting the adoption of CSR practices. On the contrary, internal and external environment was found to represent a critical success factor in the adoption of CSR practices. Finally, the results highlight that personal values have impact on ethical leadership that in turn has direct positive impact on CSR and direct and indirect impact on firm performance.

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Corporate social responsibility, ambidextrous leadership, and service excellence

Cited by 13 publications

References 56 publications

Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility

Effect of transformational leadership on job performance: testing the mediating role of corporate social responsibility

Frontline employees’ engagement and business performance: the mediating role of customer-oriented behaviors

Effect of ethical leadership and corporate social responsibility on firm performance: A systematic review

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