Abstract and Keywords
This chapter explores how leader–member exchange (LMX) may be affected by the targeted implementation of leader-driven corporate social responsibility (CSR). Building from contemporary social exchange conceptualizations, in which LMX is enveloped, the authors argue that leader-driven CSR is positioned to act as an antecedent to strong LMX formation and an amplifier postdevelopment. As a special form of third-party justice, leader-driven CSR offers employees a unique opportunity to witness and interact with leaders in a way that may enhance leader-directed justice perspectives, further impacting employee LMX perceptions and exaggerating typical CSR effects. In addition, CSR may engender parasocial LMX, or perceived and indirect LMX relationships employees can develop with leaders at multiple levels in the organizational hierarchy. A number of moderating factors that may affect LMX quality in either direction are introduced, including employee awareness and participation, employee justice perceptions, and individual differences.
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