|Publication type:||Conference paper|
|Type of review:||Peer review (abstract)|
|Title:||Exploring theoretical relationships between charismatic leadership theory and corporate social performance|
|Authors :||Schuppisser, Stefan|
|Conference details:||Seventh Annual Meeting of International Association for Business and Society (IABS), Santa Fe, USA, 21-24 March 1997|
|Publisher / Ed. Institution :||International Association for Business and Society|
|Subject (DDC) :||658.4: Executive Management|
|Abstract:||This paper reviews a selection of leadership-CSP research and identifies a conceptual gap in the research conducted to date, i.e. the neglection of traditional leadership theories to explain how leaders shape the social context in a firm. With its emphasis on leaders transforming values and preferences of followers charismatic leadership theory seems to be an appropriate theory to fill this gap. To underscore the likelihood of a relationship between charismatic leadership theory and CSP arguments are grounded on Miles' evidence about executive leadership in high level CSP firms (Miles 1987).|
|Fulltext version :||Published version|
|License (according to publishing contract) :||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Appears in Collections:||Publikationen School of Management and Law|
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