The effect of transformational leadership on job performance in CSR as a mediator and the results of its performance in SMEs (case study: centers under the supervision of Sabzevar welfare department)

The purpose of this research is to investigate transformational leadership on job performance in CSR as a mediator and the results of its performance in SMEs, which are centers under the supervision of Sabzevar welfare department. Transformational management and leadership as a management function can play an effective role in the social responsibility of companies and organizations. From a social point of view, responsible organizations believe that they should take better care of their employees and look for a way to improve their working conditions and well-being, and this should be done continuously. The independent variable of this research is transformational leadership. Transformational leadership is focused on policies, actions and systems that influence the behavior, thinking and performance of employees. The dependent variable of this research is job performance. Performance refers to how tasks, activities and results are performed. Corporate social responsibility has the role of mediating variable in this research. Social responsibility is a set of duties and obligations that the organization must perform in order to preserve and help the society in which it operates. The assumptions of this research are based on the effect of the independent variable on the dependent variable with regard to the mediator role. The statistical population of the research is all the centers under the supervision of the welfare department of Sabzevar city. The minimum sample size is estimated according to Cochran's formula, a limited population of 105 managers and experts, who were selected by simple random sampling, and structural equation modeling was done using PLs software. To collect the required information, Bass and Olive (1985) transformational leadership questionnaires, Jeremy Gilbert's job performance and social responsibility (2010) and Bosinin and Kazlaskeit's (2012) performance results have been used. The findings have confirmed all the hypotheses of the research and made the effect of transformational leadership on job performance significant through the social responsibility of companies on the results of this performance.