Visionary Leadership and Its Relationship to Corporate Social Performance

Kód výsledku v IS VaVaI

<a href="https://www.isvavai.cz/riv?ss=detail&h=RIV%2F62156489%3A43110%2F17%3A43912847" target="_blank" >RIV/62156489:43110/17:43912847 - isvavai.cz</a>

Výsledek na webu

<a href="http://www.onlinejournal.in/IJIRV3I4/222.pdf" target="_blank" >http://www.onlinejournal.in/IJIRV3I4/222.pdf</a>

DOI - Digital Object Identifier

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Jazyk výsledku

angličtina

Název v původním jazyce

Visionary Leadership and Its Relationship to Corporate Social Performance

Popis výsledku v původním jazyce

Leaders that focus on visions or mission, inspire and empower their followers experience a change in organizational function and growth. Microfinance banks (MFBs) serve as vehicles for economic growth and development in both developed and emerging markets. This study examines visionary leadership and its relationship to corporate social performance in selected microfinance banks in Nigeria. A purposive sample of 75 senior employees of microfinance banks who the authors believe can provide the best information to achieve the research objectives participated in this study. All 75 questionnaires were returned but only 68 were properly completed by the respondents and therefore used for the analysis. A twenty-one item questionnaire was used to measure the constructs of visionary leadership and corporate social performance. 7 items were used to measure visionary leadership and 14 items were used for measuring corporate social performance. A Five-point Likert scale ranging from 1 &quot;strongly disagree&quot; to 5 &quot;strongly agree&quot; was used to collect data. In analyzing our data, Pearson correlation and multiple regression techniques were used. SPSS 17 statistical software was employed in different analyses conducted. The results shows that an in significant weak positive relationship exists between corporate social performance, employee satisfaction, environment and visionary leadership. In the same direction, customer satisfaction and community have an insignificant weak positive relationship with visionary leadership. The authors, therefore, recommend that managers and executives should focus more on other factors that have a positive impact on corporate social performance since visionary leadership account for only 5% impact on corporate social performance.

Název v anglickém jazyce

Visionary Leadership and Its Relationship to Corporate Social Performance

Popis výsledku anglicky

Leaders that focus on visions or mission, inspire and empower their followers experience a change in organizational function and growth. Microfinance banks (MFBs) serve as vehicles for economic growth and development in both developed and emerging markets. This study examines visionary leadership and its relationship to corporate social performance in selected microfinance banks in Nigeria. A purposive sample of 75 senior employees of microfinance banks who the authors believe can provide the best information to achieve the research objectives participated in this study. All 75 questionnaires were returned but only 68 were properly completed by the respondents and therefore used for the analysis. A twenty-one item questionnaire was used to measure the constructs of visionary leadership and corporate social performance. 7 items were used to measure visionary leadership and 14 items were used for measuring corporate social performance. A Five-point Likert scale ranging from 1 &quot;strongly disagree&quot; to 5 &quot;strongly agree&quot; was used to collect data. In analyzing our data, Pearson correlation and multiple regression techniques were used. SPSS 17 statistical software was employed in different analyses conducted. The results shows that an in significant weak positive relationship exists between corporate social performance, employee satisfaction, environment and visionary leadership. In the same direction, customer satisfaction and community have an insignificant weak positive relationship with visionary leadership. The authors, therefore, recommend that managers and executives should focus more on other factors that have a positive impact on corporate social performance since visionary leadership account for only 5% impact on corporate social performance.

Druh

J_ost - Ostatní články v recenzovaných periodicích

CEP obor

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OECD FORD obor

50603 - Organisation theory

Projekt

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Návaznosti

S - Specificky vyzkum na vysokych skolach

Rok uplatnění

2017

Kód důvěrnosti údajů

S - Úplné a pravdivé údaje o projektu nepodléhají ochraně podle zvláštních právních předpisů

Název periodika

Imperial Journal of Interdisciplinary Research

ISSN

2454-1362

e-ISSN

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Svazek periodika

3

Číslo periodika v rámci svazku

4

Stát vydavatele periodika

IN - Indická republika

Počet stran výsledku

10

Strana od-do

1302-1311

Kód UT WoS článku

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EID výsledku v databázi Scopus

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