Skip to main content

Advertisement

SpringerLink
Log in

Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership

  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Interest in corporate social responsibility (CSR) is gaining momentum in academic and managerial circles. However, prior work in the area has paid little attention to how CSR initiatives should be implemented inside the organization. Against this backdrop, this study examines the impact of CSR initiatives on an important stakeholder group—employees. We build and test a comprehensive multilevel framework that focuses on whether employees derive job satisfaction from CSR programs. The proposed model predicts that a manager’s charismatic leadership influences employees’ interpretations about the motives underlying their companies’ engagement in CSR initiatives (intrinsic and extrinsic CSR-induced attributions) which, in turn, influence employee job satisfaction. Hierarchical linear modeling of data from 47 organizational units comprising 438 employees from three world-leading manufacturing organizations shows that when employees think that their manager possesses charismatic leadership qualities, they tend to attribute the organization’s motives for engaging in CSR activities to intrinsic values, which, in turn, are positively associated with job satisfaction. Also, the extent to which managers are perceived as charismatic leaders relates positively to job satisfaction. Interestingly, CSR-induced extrinsic attributions are neither explained by charismatic leadership nor do they predict job satisfaction. Implications for both theory and practice are discussed.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Log in via an institution

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1

Similar content being viewed by others

References

  • Aguilera, R. V., Rupp, D. E., Williams, C. A., & Ganapathi, J. (2007). Putting the s back in corporate social responsibility: A multilevel theory of social change in organizations. Academy of Management Review, 32(3), 836–863.

    Article  Google Scholar 

  • Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38(4), 932–968.

    Article  Google Scholar 

  • Ambrose, M. L. (2002). Contemporary justice research: A new look at familiar questions. Organizational Behavior and Human Decision Processes, 89(1), 803–812.

    Article  Google Scholar 

  • Ashforth, B., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14, 20–39.

    Google Scholar 

  • Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Barnett, M. L., & Salomon, R. M. (2006). Beyond dichotomy: The curvilinear relationship between social responsibility and financial performance. Strategic Management Journal, 27(11), 1101–1122.

    Article  Google Scholar 

  • Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press.

    Google Scholar 

  • Basu, K., & Palazzo, G. (2008). Corporate social responsibility: A process model of sensemaking. Academy of Management Review, 33(1), 122–136.

    Article  Google Scholar 

  • Berglind, M., & Nakata, C. (2005). Cause-related marketing: More buck than bang? Business Horizons, 48, 443–453.

    Article  Google Scholar 

  • Brislin, R. W. (1980). Translation and content analysis of oral and written materials. In H. C. Triandis & J. W. Berry (Eds.), Handbook of cross-cultural psychology (Vol. 2). Boston: Allyn & Bacon.

    Google Scholar 

  • Burns, J. M. (1978). Leadership. New York: Harper & Row.

    Google Scholar 

  • Churchill, G. A., Jr., Ford, N. M., & Walker, O. C., Jr. (1974). Measuring the job satisfaction of industrial salesmen. Journal of Marketing Research, 11(3), 254–260.

    Article  Google Scholar 

  • CIPD. (2012). Employee outlook: Winter 2011–2012. Retrieved July 17, 2012, available at Chartered Institute of Personnel and Development’s website: http://www.cipd.co.uk/shapingthefuture.

  • Conger, J. A., & Kanungo, R. M. (1998). Charismatic leadership in organizations. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Conger, J. A., Kanungo, R. N., & Menon, S. T. (2000). Charismatic leadership and follower effects. Journal of Organizational Behavior, 21(7), 747–767.

    Article  Google Scholar 

  • Cropanzano, R., Byrne, Z. S., Bobocel, D. R., & Rupp, D. E. (2001). Moral virtues, fairness heuristics, social entities, and other denizens of organizational justice. Journal of Vocational Behavior, 58(2), 164–209.

    Article  Google Scholar 

  • Deckop, J. R., Merriman, K. K., & Gupta, S. (2006). The effects of CEO pay structure on corporate social performance. Journal of Management, 32(3), 329–342.

    Article  Google Scholar 

  • DeGroot, T., Kiker, D. S., & Cross, T. C. (2000). A meta-analysis to review organizational outcomes related to charismatic leadership. Canadian Journal of Administrative Sciences, 17(4), 356–371.

    Article  Google Scholar 

  • Du, S., Bhattacharya, C. B., & Sen, S. (2007). Reaping relational rewards from corporate social responsibility: The role of competitive positioning. International Journal of Research in Marketing, 24(3), 224–241.

    Article  Google Scholar 

  • Du, S., Bhattacharya, C. B., & Sen, S. (2010). Maximizing business returns to corporate social responsibility (CSR): The role of CSR communication. International Journal of Management Reviews, 12, 8–19.

    Article  Google Scholar 

  • Du, S., Bhattacharya, C. B., & Sen, S. (2011). Corporate social responsibility and competitive advantage: Overcoming the trust barrier. Management Science, 57(9), 1528–1545.

    Article  Google Scholar 

  • Ellen, S. P., Webb, D. J., & Mohr, L. A. (2006). Building corporate associations: Consumer attributions for corporate socially responsible programs. Journal of the Academy of Marketing Science, 34(2), 147–157.

    Article  Google Scholar 

  • Enders, C. K., & Tofighi, D. (2007). Centering predictor variables in cross-sectional multilevel models: A new look at an old issue. Psychological Methods, 12(2), 121–138.

    Article  Google Scholar 

  • Erez, A., Misangyi, V. F., Johnson, D. E., LePine, M. A., & Halverson, K. C. (2008). Stirring the hearts of followers: Charismatic leadership as the transferal of affect. Journal of Applied Psychology, 93, 602–615.

    Article  Google Scholar 

  • Fein, S. (1996). Effects of suspicion on attributional thinking and the correspondence bias. Journal of Personality and Social Psychology, 70(6), 1164–1184.

    Article  Google Scholar 

  • Forehand, M. R., & Grier, S. (2003). When is honesty the best policy? The Effect of stated company intent on consumer skepticism. Journal of Consumer Psychology, 13(3), 349.

    Article  Google Scholar 

  • Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18(1), 39–50.

    Article  Google Scholar 

  • Gilbert, D. T., & Malone, P. S. (1995). The correspondence bias. Psychological Bulletin, 117(1), 21.

    Article  Google Scholar 

  • Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12(6), 433–448.

    Article  Google Scholar 

  • Harrison, D. A., Newman, D. A., & Roth, P. L. (2006). How important are job attitudes? Meta-analytic comparisons of integrative behavioral outcomes and time sequences. Academy of Management Journal, 49, 305–325.

    Article  Google Scholar 

  • Hater, J. J., & Bass, B. M. (1988). Superiors evaluations and subordinates’ perceptions of transformational and transactional leadership. Journal of Applied Psychology, 73(4), 695–702.

    Article  Google Scholar 

  • Hofmann, D. A., Griffin, M. A., & Gavin, M. B. (2000). The application of hierarchical linear modeling to organizational research. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations. San Francisco: Jossey-Bass.

    Google Scholar 

  • Hom, P. W., & Griffeth, R. W. (1995). Employee turnover. Cincinnati, OH: South/Western.

    Google Scholar 

  • James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-group interrater reliability with and without response bias. Journal of Applied Psychology, 69(1), 85–98.

    Article  Google Scholar 

  • Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.

    Article  Google Scholar 

  • Judge, T. A., Woolf, E. F., Hurst, C., & Livingston, B. (2005). Charismatic and transformational leadership: A review and agenda for future research. Zeitschrift für Arbeits-und Organisationspsychologie, 50, 203–214.

    Google Scholar 

  • Kelley, H. H. (1973). The processes of causal attribution. American Psychologist, 28, 107–128.

    Article  Google Scholar 

  • Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), 36–51.

    Article  Google Scholar 

  • Kiron, D., Kruschwitz, N., Haanaes, K., & Velken, I. v. S. (2012). Sustainability nears a tipping point. Sloan Management Review, 53(2), 69–74.

    Google Scholar 

  • Kraus, F., Ahearne, M., Lam, S. K., & Wieseke, J. (2012). Toward a contingency framework of interpersonal influence in organizational identification diffusion. Organizational Behavior and Human Decision Processes, 118(2), 162–178.

    Article  Google Scholar 

  • Lange, D., & Washburn, N. T. (2012). Understanding attributions of corporate social irresponsibility. Academy of Management Review, 37, 300–326.

    Article  Google Scholar 

  • LeBreton, J. M., & Senter, J. L. (2008). Answers to twenty questions about interrater reliability and interrater agreement. Organizational Research Methods, 11, 815–852.

    Google Scholar 

  • Lindell, M. K., & Whitney, D. J. (2001). Accounting for common method variance in cross-sectional research designs. Journal of Applied Psychology, 86(1), 114–121.

    Article  Google Scholar 

  • Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Chicago: Rand McNally.

    Google Scholar 

  • Luo, X., & Bhattacharya, C. B. (2006). Corporate social responsibility, customer satisfaction, and market value. Journal of Marketing, 70(4), 1–18.

    Article  Google Scholar 

  • Malhotra, N. K., Kim, S. S., & Patil, A. (2006). Common method variance in IS research: A comparison of alternative approaches and a reanalysis of past research. Management Science, 52(12), 1865–1883.

    Article  Google Scholar 

  • Margolis, J., Elfenbein, H., & Walsh, J. (2007). Does it pay to be good? A meta-analysis and redirection of research on the relationship between corporate social and financial performance. Working paper, Harvard Business School, Harvard University, Boston, MA.

  • Martinko, M. J. (2004). Attribution theory in organizational sciences: Theoretical and empirical contributions. Greenwich, CT: Information Age Publishing.

    Google Scholar 

  • Martinko, M. J., Harvey, P., & Dasborough, M. T. (2011). Attribution theory in the organizational sciences: A case of unrealized potential. Journal of Organizational Behavior, 32(1), 144–149.

    Article  Google Scholar 

  • Mendonca, M. (2001). Preparing for ethical leadership in organizations. Canadian Journal of Administrative Sciences, 18(4), 266–276.

    Article  Google Scholar 

  • Morsing, M., Schultz, M., & Nielsen, K. U. (2008). The ‘Catch 22’ of communicating CSR: Findings from a Danish study. Journal of Marketing Communications, 14(2), 97–111.

    Article  Google Scholar 

  • Podsakoff, P. M., MacKenzie, S. B., Podsakoff, N. P., & Lee, J.-Y. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.

    Article  Google Scholar 

  • Rangan, K., Chase, L., & Karim, S. (2012). Why every company needs a CSR strategy and how to build it. Cambridge, MA: Harvard Business School.

    Google Scholar 

  • Ren, C. R., & Guo, C. (2011). Middle managers’ strategic role in the corporate entrepreneurial process: Attention-based effects. Journal of Management, 37(6), 1586–1610.

    Article  Google Scholar 

  • Rindfleisch, A., Malter, A. J., Ganesan, S., & Moorman, C. (2008). Cross-sectional versus longitudinal survey research: Concepts, findings, and guidelines. Journal of Marketing Research, 45(3), 261–279.

    Article  Google Scholar 

  • Ross, S. (1973). The economic theory of the agency: The principal’s problem. American Economic Review, 63, 134–139.

    Google Scholar 

  • Rupp, D. E., Ganapathi, J., Aguilera, R. V., & Williams, C. A. (2006). Employee reactions to corporate social responsibility: An organizational justice framework. Journal of Organizational Behavior, 27(4), 537–543.

    Article  Google Scholar 

  • Salancik, G. R., & Pfeffer, J. (1978). A social information processing approach to job attitudes and task design. Administrative Science Quarterly, 23(2), 224–253.

    Article  Google Scholar 

  • Scott, B. A., Colquitt, J. A., Paddock, E. L., & Judge, T. A. (2010). A daily investigation of the role of manager empathy on employee well-being. Organizational Behavior and Human Decision Processes, 113, 127–140.

    Article  Google Scholar 

  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577–594.

    Article  Google Scholar 

  • Smith, N. C. (2003). Corporate social responsibility: Not whether, but how. Working paper 03-70, London Business School, UK. Retrieved July 27, 2012, available at Centre for Marketing, London Business School’s website: http://facultyresearch.london.edu/docs/03-701.pdf.

  • Sosik, J. J. (2005). The role of personal values in the charismatic leadership of corporate managers: A model and preliminary field study. Leadership Quarterly, 16(2), 221–244.

    Article  Google Scholar 

  • Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. Thousand Oaks, CA: Sage.

    Google Scholar 

  • Turner, N., Barling, J., Epitropaki, O., Butcher, V., & Milner, C. (2002). Transformational leadership and moral reasoning. Journal of Applied Psychology, 87(2), 304–311.

    Article  Google Scholar 

  • Vlachos, P. A., Theotokis, A., & Panagopoulos, N. G. (2010). Sales force reactions to corporate social responsibility: Attributions, outcomes, and the mediating role of organizational trust. Industrial Marketing Management, 39(7), 1207–1218.

    Article  Google Scholar 

  • Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. The Leadership Quarterly, 19(1), 117–131.

    Article  Google Scholar 

  • Waldman, D. A., Siegel, D. S., & Javidan, M. (2006). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43(8), 1703–1725.

    Article  Google Scholar 

  • Waldman, D. A., & Yammarino, F. J. (1999). CEO charismatic leadership: Levels-of-management and levels-of-analysis effects. Academy of Management Review, 24(2), 266–285.

    Google Scholar 

  • Wieseke, J., Ahearne, M., Lam, S. K., & Dick, R. v. (2009). The role of leaders in internal marketing. Journal of Marketing, 73(2), 123–145.

    Article  Google Scholar 

  • Wilderom, C. P. M., van den Berg, P. T., & Wiersma, U. J. (2012). A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance. The Leadership Quarterly, 23(5), 835–848.

    Article  Google Scholar 

  • Yun, S., Cox, J., Sims, H. P., Jr., & Salam, S. (2007). Leadership and teamwork: The effects of leadership and job satisfaction on team citizenship. International Journal of Leadership Studies, 2(3), 171–193.

    Google Scholar 

Download references

Acknowledgments

This research was partially funded by the Research Center of the Athens University of Economics and Business. The authors would like to thank the managers and employees of the three companies, who participated in this research; their kind gesture in sparing their time and labor is greatly appreciated.

Author information

Authors and Affiliations

  1. ALBA Graduate Business School at The American College of Greece, 6-8 Xenias Street, 115 28, Athens, Greece

    Pavlos A. Vlachos

  2. Department of Marketing and Communication, Athens University of Economics and Business, 76 Patission, 104 34, Athens, Greece

    Nikolaos G. Panagopoulos

  3. Department of Management and Marketing, The University of Alabama, 133 Alston Hall, Tuscaloosa, AL, 35487, USA

    Adam A. Rapp

Authors
  1. Pavlos A. Vlachos
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Nikolaos G. Panagopoulos
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Adam A. Rapp
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Adam A. Rapp.

Additional information

Nikolaos G. Panagopoulos and Adam A. Rapp contributed equally to this work.

Appendix

Appendix

Table 3 Measuresa,b, items, sources, factor loadings, and psychometric properties
Full size table

Rights and permissions

Reprints and permissions

About this article

Cite this article

Vlachos, P.A., Panagopoulos, N.G. & Rapp, A.A. Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership. J Bus Ethics 118, 577–588 (2013). https://doi.org/10.1007/s10551-012-1590-1

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-012-1590-1

Keywords

Search

Navigation