The impact of leadership on organizational learning via CSR and organizational innovativeness in lebanese SMEs

Abstract

Purpose-This paper investigates the firm-level benefits, especially for Lebanese small and medium enterprises (SMEs), of offering employees actions that are consistent with their sound values in addition to intellectual simulation within an innovative environment. It also evaluates variations in perceived effects of implementing service and transformational leadership on organizational learning, and examines the effect of causal factors such as perceived organizational innovativeness and CSR. Design/methodology/approach -A large convenient sample of 284 front-line managers was surveyed, using a 15-item instrument based on previous research. The researchers used factor analysis to ascertain construct validity, based on two suitability tests: the Kaisers-Meyer-Olkin (KMO) measure of sampling adequacy and the Bartless test of sphericity. The dimensions were found to be reliable, with Cronbach's alpha ranging between 0.70 and 0.95. Findings- Findings from path analysis support the research hypotheses that impact of the direct and positive effect of leadership on organizational learning is strengthened via the mediating variables: CSR and innovativeness.Originality-This article empirically correlates two main fields of management research within the context of a developing country: leadership and organizational learning with focus on changing behavior.