Toward the development of a corporate social responsibility leadership questionnaire : an adaptation of the LBI-2
CITATION: Du Preez, R. & Van Zyl, L. T. 2015. Toward the development of a corporate social responsibility leadership questionnaire : an adaptation of the LBI-2. SA Journal of Industrial Psychology, 41(1), Art. #1256, doi:10.4102/sajip.v41i1.1256.
The original publication is available at http://www.sajip.co.za
Orientation: Corporate social responsibility (CSR) has grown exponentially in South African organisations, making leadership in CSR crucial. This article describes the first phase towards the development of a CSR leadership questionnaire (CSR-LQ), based on the Leadership Behaviour Inventory version 2 (LBI-2). Research purpose: To develop a CSR leadership questionnaire (the CSR-LQ) that would serve as a basis for developing a CSR leadership competency model in future. Motivation for the study: Effective leadership in companies’ CSR undertakings is imperative. The development of a leadership measure is the first step toward the development of a CSR leadership competency framework. Research approach, design and method: A three-phase mixed-method ex post facto research approach (qualitative and quantitative) was applied. Purposive sampling included CSR leaders in Phase 1 (n = 5) and Phase 2 (n = 13) to develop the CSR-LQ prior to empirical testing. Main findings: The CSR-LQ was developed based on the LBI-2. The final version of the CSR-LQ consists of 123 items measuring the leadership competencies in three stages. Stage 1 is creating a CSR vision and strategy (analysing and interpreting the CSR environment; formulating the CSR vision and strategy); Stage 2 is preparing the organisation for implementing the CSR vision and strategy (preparing the leader and organisation members; preparing the organisation) and Stage 3 is implementing the CSR vision and strategy (sharing the CSR vision and inspiring organisation members; leading with integrity and courage; leading with compassion; Leading across boundaries; reviewing and rewarding CSR performance). Practical/managerial implications: The CSR-LQ could be used to obtain assessment and development of CSR leadership competencies after empirical testing. Contribution/value-add: This study is the first step towards developing a South African CSR leadership measure that could be used to obtain 360° assessments of the CSR leadership competencies and form the basis of the development of a comprehensive CSR leadership competency framework.