Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership

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Journal Article
Journal of Business Ethics, 2010, 93 (2), pp. 189 - 213
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This paper examines the antecedents of felt trust, an under-explored area in the trust literature. We hypothesized that subordinates felt trust would relate positively with their leaders moral leadership behaviors and negatively with autocratic leadership behaviors and demographic differences between leaders and themselves. We also hypothesized the above relationships to be mediated by the leader-member value congruence. Results supported our hypotheses that value congruence mediated between autocratic leadership behaviors and demographic differences and subordinates felt trust, but not moral leadership behaviors, which had direct effects on subordinates perception of feeling trusted. Theoretical and practical implications are discussed.
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