1996 schneider et al 2003 hwang and chi leadership has

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Business & Society: Ethics, Sustainability & Stakeholder Management
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al.1996; Schneider et al. 2003; Hwang and Chi 2005).Transformational leadership has also been found to lead organizational commitment and its significant association with business unit performance (Barling, Weber and Kelloway., 1996). Studies also indicated positive correlation between strong leadership and performance Barling et al. (1996).According to Implementation of Corporate Culture between Public and Private Bank in Bangladesh
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Business & Society: Ethics, Sustainability & Stakeholder Management
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Chapter 3 / Exercise 2
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19 19 Sosik, Avolio and Kahai (1997) transformational leadership affected the output of groups more strongly than transactional leadership, and group potency influenced group performance positively. Arnold, Barling and Kelloway (2001) in their review strongly recommended that teams with strong Transformational Leadership performed better than others. They added that performance depend on trust, commitment and team efficacy. In Arnold et al. (2001), evidence to date suggested that Transformational Leadership strongly influenced the desired outcome such commitment. Employee commitment to the organization is expected to positively affect organizational performance, since employees with high levels of organizational commitment “will be more willing to work toward organizational goals and objectives and give their services wholeheartedly to the organization and to the public, hence promoting organizational performance” (Kim 2005, p.246). In a high-commitment culture, the psychological contract is the set of high mutual expectations and obligations that create value for both parties (Beer 2009). Highly committed employees will be more willing to engage in high standard behaviors that are vital to organizational success and these job- related attitudinal responses may be important determinants for organizational performance. The literature holds that the higher the level of organizational commitment, the greater the level of performance. For example, Miller and Lee (1999) found organizational commitment to be positively related to the return on asset (ROA), empirically supporting this relationship. In a similar vein, Conchas (2000) acknowledge that the more committed the employees are, the greater the shareholder returns. Conceptual Research Framework: 5. Questions and Hypothesis Questions: 1. What is the relationship between corporate culture - employee development and CSR to stakeholder? 2. What is the relationship between corporate culture - harmony and CSR to employee? Implementation of Corporate Culture between Public and Private Bank in Bangladesh Organizational Performance Organizational Commitment Market Orientation CSR a) To Stakeholders b) To Employers c) To Customers. d) To Government Corporate Culture a) Employee Development b) Harmony c) Customer Orientation d) Innovation Affective Commitment
20 20 3. Is there any relationship between corporate culture - customer orientation and CSR to customers?

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