How leadership styles make a difference when implementing CSRD
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2024-06-21
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en
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This research gives an answer to the question of how leadership affects the implementation of CSRD according to the CEOs of SMEs and large companies. This research question is addressed by using two concepts: leadership support for CSRD implementation and different leadership styles contributing to CSRD implementation. To answer this question, the article by Van Tulder and Pfisterer, 2013 was used, in which different leadership styles were tested and prioritized during the implementation of CSR. A comparative, deductive method is used, as it provides a more comprehensive understanding of the development of the leadership styles during CSRD compared with the leadership styles during the implementation of CSR. The executive part consists of twelve interviews with CEOs of SMEs and large companies, where the interviews consist of a quantitative part where grades are given to the applicability of the leadership style to measure the difference in growth or decline of CSR and CSRD. Also, according to a qualitative part, the characteristics of the leadership style were questioned.
On the one hand, it has been noticed that leadership support plays a crucial role and has a positive effect during the implementation of CSRD. Many individuals view a CEO as a stimulator and role model. This is a perception CEOs believe enhances commitment within the organization and lowers their resistance to changes. On the other hand, the ethical leadership style is of paramount importance in this context. This is because CSRD consistently involves considerations of ethics and corporate responsibility. Also, the transformational and authentic leadership style are important during the implementation of CSRD because of the clear goal and vision, which is embraced by everyone in the company in combination with trust in each other. Therefore, this research shows that the role of leadership, during the implementation of CSRD, is extremely important, with a clear preference for several leadership styles. This new theory appears to make an important contribution to the dominant view, as leaders can use this information for the successful implementation of CSRD.
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Faculteit der Managementwetenschappen