Corporate Social Responsibility as a Factor to Explain Leadership Styles, Image and Reputation in Civil Society Organizations in the Time of Covid-19

Abstract

To identify the influence of Corporate Social Responsibility on Transformational, Transactional, and Laissez Faire leaderships to explain its intervention in Image and Reputation within Mexican foundations; the corresponding theoretical approach was executed, a research model was proposed, and the contribution of the study was documented through the statistical tests conducted. The research had a quantitative, ex post facto, non-experimental, and transactional approach; 303 collaborators in managerial and administrative positions within Mexican foundations incorporating CSR practices participated and were administered the instruments MLQ and Social Responsibility Practices. The reliability and validity of the instruments was favorable; the hypotheses included in the research model were contrasted, and half of them were accepted, observing that CSR affected Transformational Leadership directly and significantly (0.737), justifying around 54.0% of the total variance explained; it also modified Transactional Leadership (0.398), contributing with around 16.0% of the total variance explained. On the other hand, Transformational Leadership affected Image and Reputation directly and significantly (0.840), contributing with around 71.0% of the total variance explained. This study is innovative given that it analyzes the relationship between CSR and Transformational Leadership concerning Image and Reputation.