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Article

The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs

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Department of Agricultural Economics and Management, Zhejiang University, Hangzhou 310029, China
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Department of Accounting, Prince Sultan University, P.O. Box 66833, Riyadh 11586, Saudi Arabia
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St Antony’s College, University of Oxford, Oxford, 62 Woodstock Road, Oxford OX2 6JF, UK
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Bahria Business School, Bahria University, Islamabad Sector E-8, Pakistan
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Interior Design Engineering, Prince Sultan University, P.O. Box 66833, Riyadh 11586, Saudi Arabia
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Authors to whom correspondence should be addressed.
Sustainability 2019, 11(2), 436; https://doi.org/10.3390/su11020436
Received: 30 November 2018 / Revised: 10 January 2019 / Accepted: 12 January 2019 / Published: 15 January 2019
Leadership style is an important factor that affects the enhancement of organizational performance and employee’s job performance, and what objectives they should pursue, which also makes a profit for their employees or makes another social and economic contribution to society. The present study was developed to observe the impact of transformational leadership on job performance and to investigate the mediating mechanism of corporate social responsibility (CSR). Primary data were collected from the employees by using a cross-sectional design method. Employees who participated in the study are working in the Small and Medium Enterprises (SMEs) of Pakistan. A total of 300 questionnaires were circulated, and 130 were received. The Regression analysis was executed to examine whether CSR mediated the correlation among transformational leadership and job performance. The results of the study suggest that transformational leadership positively and completely predicts job performance. Particularly, the study finds that CSR significantly mediated the effect of transformational leadership on job performance. On the basis of these findings, it can be explicated that transformational leadership, job performances, and CSR are important elements of an organization. These elements can improve organizational performance. Theoretical implications of the recent study are discussed, and offer directions for future research in the area. View Full-Text
Keywords: transformational leadership; Corporate Social Responsibility (CSR); job performance; Small and Medium Enterprises (SMEs); Pakistan transformational leadership; Corporate Social Responsibility (CSR); job performance; Small and Medium Enterprises (SMEs); Pakistan
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MDPI and ACS Style

Manzoor, F.; Wei, L.; Nurunnabi, M.; Subhan, Q.A.; Shah, S.I.A.; Fallatah, S. The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs. Sustainability 2019, 11, 436. https://doi.org/10.3390/su11020436

AMA Style

Manzoor F, Wei L, Nurunnabi M, Subhan QA, Shah SIA, Fallatah S. The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs. Sustainability. 2019; 11(2):436. https://doi.org/10.3390/su11020436

Chicago/Turabian Style

Manzoor, Faiza, Longbao Wei, Mohammad Nurunnabi, Qazi A. Subhan, Syed I.A. Shah, and Samaher Fallatah. 2019. "The Impact of Transformational Leadership on Job Performance and CSR as Mediator in SMEs" Sustainability 11, no. 2: 436. https://doi.org/10.3390/su11020436

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