The mediating role of organizational commitment and corporate social responsibility in the relationship between leadership style and job performance: An empirical study

PURPOSE: This research focuses on a thorough analysis of corporate social responsibility (CSR) and organizational commitment (OC) in firms. This article also aims to evaluate the combined mediating role of corporate social responsibility (CSR) and organizational commitment (OC) in the relationship between job performance (JP), transactional leadership (TSL), and transformational leadership (TFL) within the context of Bangladesh. DESIGN/METHODOLOGY/APPROACH: Using a purposive sampling technique, a total of 428 full-time employees from CSR-active firms in Bangladesh participated in an online survey. Data were analyzed through AMOS for SEM and the PROCESS macro for mediation testing. FINDINGS: This study's findings show that the combination of transformational leadership (TFL) and transactional leadership (TSL) favorably affects organizational commitment (OC), corporate social responsibility (CSR), and job performance (JP). The main finding of the study is that organizational commitment (OC) and corporate social responsibility (CSR) are partially mediated in the Bangladeshi contexts. ORIGINALITY/VALUE: This study's originality is rooted in its comprehensive study of organizational commitment (OC) and corporate social responsibility (CSR) within Bangladeshi organizations, alongside the mediating function of CSR in the relationship between transformational leadership (TSL) and job performance (JP), grounded in Full-Range Leadership Theory (FRTL) and social exchange theory in the Bangladeshi context.