Pages: 39-51
Introduction. Human resources are currently in the limelight for businesses. Employers are searching for individuals who can alter and sustain an organization’s goals, in addition to having the necessary skills and expertise. Companies are on the lookout for allies, respectively employees who understand and support their mission. Moreover, these individuals should have the ability to train and eventually retain other employees. As a result, the formation of meaningful relationships has become a means of achieving loyalty. At first side, corporate social responsibility (CSR) leadership and a transformational leader appear to be an excellent match that might aid businesses within this matter. Therefore, the objective of the study was to identify if CSR leadership is a matter of transformational or transactional style in the current business environment, following a qualitative approach, respectively the collection and analyzation of secondary data such as scientific journals.
Aim of the study.
The findings of the present study sustain that firms should strive for transactional leaders. Individuals nowadays are mostly concerned with obtaining personal benefits. As a result, they may view the variable of reward as a motivator to perform in accordance with expectations. Additionally, transformational leader are hard to find. Hence, promoting CSR leadership through transformational leaders has the potential to help the company achieve its goals while also increasing its credibility among diverse stakeholders.
