Fostering Employee Support for Corporate Social Advocacy (CSA) Through Dialogic Internal Communication and Transformational Leadership

ABSTRACT

This study advocates an integrative, inside-out approach to Corporate Social Advocacy (CSA), emphasizing the development of robust internal support among employees. It identifies dialogic internal communication (focusing on mutuality and openness) and transformational leadership as key factors, examining their effects on enhancing employees’ advocacy intentions, supportive communication intentions toward the company (positive megaphoning), and trust. These factors were hypothesized to influence employee-related outcomes both directly and indirectly through employee-organization identification. A nationwide online survey with full-time employees was conducted. The findings indicate that dialogic internal communication strengthens employees’ organizational identification, advocacy intentions, positive megaphoning, and trust in the organization. Additionally, transformational leadership positively impacts organizational identification, positive megaphoning, and trust. A significant mediating role of enhanced employee-organization identification was observed. Dialogic communication demonstrated a more substantial impact than transformational leadership in fostering positive employee outcomes. Theoretical and practical implications were discussed.

KEYWORDS:

• CSA
• dialogic internal communication
• employee-organization identification
• mutuality
• openness
• transformational leadership

Disclosure statement

No potential conflict of interest was reported by the author(s).