Original Research

Toward the development of a corporate social responsibility leadership questionnaire: An adaptation of the LBI-2

Ronel du Preez, Liam T. van Zyl
SA Journal of Industrial Psychology | Vol 41, No 1 | a1256 | DOI: https://doi.org/10.4102/sajip.v41i1.1256 | © 2015 Ronel du Preez, Liam T. van Zyl | This work is licensed under CC Attribution 4.0
Submitted: 04 November 2014 | Published: 07 August 2015

About the author(s)

Ronel du Preez, Department of Industrial Psychology, Stellenbosch University, South Africa
Liam T. van Zyl, Department of Industrial Psychology, Stellenbosch University, South Africa

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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.


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