LEADERSHIP AND SOCIAL RESPONSIBILITY IN UKRAINIAN BUSINESS ORGANIZATIONS: MULTIPLE REGRESSION ANALYSIS

Викладено результати поетапного емпіричного дослідження уявлень українських керівників про лідерство та соціальну відповідальність. Наведено факторну структуру соціальної відповідальності організації. Для прогнозування прояву соціальної відповідальності українських організацій на основі оцінювання керівниками якостей ідеального лідера побудовано кореляційно-регресійну модель.Представлены результаты поэтапного эмпирического исследования представлений украинских руководителей о лидерстве и социальной ответственности. Рассматривается факторная структура социальной ответственности организации. Построена корреляционно-регрессионная модель для прогнозирования проявления социальной ответственности украинских организаций на основе оценки руководителями качеств идеального лидера.Background. The problem of leadership, ethics and corporate social responsibility (CSR) has been researched in the works by Annebel H.B. De Hoogh and Deanne N. Den Hartog, E. Cornuel, K. Kalshoven et al.Objective. This research is aimed to de?ne what leader’s personal characteristics and skills in?uence the Ukrainian managers’ perception of corporate social responsibility (N = 121; 57 males; 64 females).Method. In the framework called grounded theory the participants (Ukrainian managers) were asked to generate as many descriptors as possible to describe an ideal leader in organizations. Thus, a 61-descriptor questionnaire was created that should be assessed using Likert scale. For measurement CSR a 21-item questionnaire “Social Responsibility Scale for Organization” was developed. This tool was adapted for the Ukrainian sample and based on the questionnaire “Perceived Role of Ethics and Social Responsibility” which connects ethical and socially responsible behaviour to different aspects of the organizational effectiveness.Results. Factor analysis identi?ed ?ve ethical dilemmas for compatibility of social responsibility and pro?t in Ukrainian organizations, i.e. Social responsibility vs pro?t (f1), Pro?t vs social responsibility (f2), Balanced combination of social responsibility and pro?t (f3), Role of Social Responsibility in the successful organizational performance (f4), Global vision of social responsibility (f5).Astandard multiple regression was performed between ?ve ethical dilemmas as the dependent variables and leadership descriptors (61 items) as independent variables. Results of multiple regression analyses de?ned benevolent (beta = 0,386) as the main leader’s trait that predicts f1; ?ve independent variable contributed signi?cantly to prediction of f2: authoritative (beta = 0,234), con?ict manager (beta = 0,286), charismatic (beta = 0,256) with positive correlation and honest (beta = -0,307), benevolent (beta = -0,241) with negative correlation; two descriptors cooperative (beta = 0,252), stress resisted (beta = -0,215) predict f3. Four characteristics benevolent (beta=0,403), hardy (beta = 0,306), tolerant (beta = 0,303), a person to trust (beta = 0,379) have positive correlations with f4 whereas the four descriptors thinking (beta = -0,348), care about his/ her health (beta = -0,205), hard-working (beta = -0,227), able to manage (beta = -0,227) negatively correlates with the factor mentioned above. F5 is predicted by two leader’s traits moving (heartfelt) (beta = 0,331), authoritative (beta =-0,207).Conclusions. The research results can be applied for designing a training pro-gramme for business school students to form their corporate global vision for successful business