The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility

In a continuing world of corporate misdeeds and unscrupulous decision making, much of the management and academic literatures points to the incomplete knowledge of the consequences of ethics leadership. One of the bastions of ethics gatekeeping in the firm is the CFO but remarkably scant information...

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Main Authors: WILLIAMS, John J., SEAMAN, Alfred E.
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2016
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Online Access:https://ink.library.smu.edu.sg/soa_research/1516
https://ink.library.smu.edu.sg/context/soa_research/article/2543/viewcontent/1172348.pdf
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spelling sg-smu-ink.soa_research-25432020-01-26T07:15:01Z The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility WILLIAMS, John J. SEAMAN, Alfred E. In a continuing world of corporate misdeeds and unscrupulous decision making, much of the management and academic literatures points to the incomplete knowledge of the consequences of ethics leadership. One of the bastions of ethics gatekeeping in the firm is the CFO but remarkably scant information can be found on their perceptions concerning ethics leadership. This study addresses this void by examining mindfulness and corporate social responsibility (CSR) initiatives as new mediating linkages in comprehending the influence of ethics leadership on managerial performance. Findings reveal that ethical leadership is positively associated with CSR initiatives which, in turn, operate to enhance managerial performance. Simultaneously, ethical leadership manifests a significant positive relationship with mindfulness but, surprisingly, there is no corresponding relationship with managerial performance. Instead, mindfulness indirectly influences managerial performance through the intervening effects on CSR initiatives. These findings suggest that firms can acquire better managerial performance by focusing efforts on CSR strategies, bringing cognitive processes of mindfulness to bear on these actions, and grooming ethics leadership. In addition, the results offer researchers new relationships to model in the leadership domain. 2016-06-01T07:00:00Z text application/pdf https://ink.library.smu.edu.sg/soa_research/1516 info:doi/10.19030/jabr.v32i3.9659 https://ink.library.smu.edu.sg/context/soa_research/article/2543/viewcontent/1172348.pdf http://creativecommons.org/licenses/by-sa/4.0/ Research Collection School Of Accountancy eng Institutional Knowledge at Singapore Management University Ethical Leadership Managerial Performance Mindfulness Corporate Social Responsibility Path Analysis Accounting Business Law, Public Responsibility, and Ethics Corporate Finance
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Ethical Leadership
Managerial Performance
Mindfulness
Corporate Social Responsibility
Path Analysis
Accounting
Business Law, Public Responsibility, and Ethics
Corporate Finance
spellingShingle Ethical Leadership
Managerial Performance
Mindfulness
Corporate Social Responsibility
Path Analysis
Accounting
Business Law, Public Responsibility, and Ethics
Corporate Finance
WILLIAMS, John J.
SEAMAN, Alfred E.
The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility
description In a continuing world of corporate misdeeds and unscrupulous decision making, much of the management and academic literatures points to the incomplete knowledge of the consequences of ethics leadership. One of the bastions of ethics gatekeeping in the firm is the CFO but remarkably scant information can be found on their perceptions concerning ethics leadership. This study addresses this void by examining mindfulness and corporate social responsibility (CSR) initiatives as new mediating linkages in comprehending the influence of ethics leadership on managerial performance. Findings reveal that ethical leadership is positively associated with CSR initiatives which, in turn, operate to enhance managerial performance. Simultaneously, ethical leadership manifests a significant positive relationship with mindfulness but, surprisingly, there is no corresponding relationship with managerial performance. Instead, mindfulness indirectly influences managerial performance through the intervening effects on CSR initiatives. These findings suggest that firms can acquire better managerial performance by focusing efforts on CSR strategies, bringing cognitive processes of mindfulness to bear on these actions, and grooming ethics leadership. In addition, the results offer researchers new relationships to model in the leadership domain.
format text
author WILLIAMS, John J.
SEAMAN, Alfred E.
author_facet WILLIAMS, John J.
SEAMAN, Alfred E.
author_sort WILLIAMS, John J.
title The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility
title_short The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility
title_full The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility
title_fullStr The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility
title_full_unstemmed The Influence of Ethical Leadership on Managerial Performance: Mediating Effects of Mindfulness and Corporate Social Responsibility
title_sort influence of ethical leadership on managerial performance: mediating effects of mindfulness and corporate social responsibility
publisher Institutional Knowledge at Singapore Management University
publishDate 2016
url https://ink.library.smu.edu.sg/soa_research/1516
https://ink.library.smu.edu.sg/context/soa_research/article/2543/viewcontent/1172348.pdf
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