Abstract
To understand why one company is socially responsible and another is not, we might examine its leadership. Senior leaders not only make decisions that drive organisational performance, but also establish rules and norms for corporate social responsibility. They decide to be ethical (or not), to engage stakeholders (or not), and to balance financial, social, and environmental interests (or not). Unfortunately, we know little about how leaders make their decisions, except that they are informed by personal values. This study attempts to bridge this gap in our understanding by exploring the practices and motivations of senior leaders. Examining leaders’ values-based decisions may also be a pathway to understanding incidents of corporate social irresponsibility.
Using criteria from emerging research on responsible leadership, we identified a sample of senior leaders from a list of top employers in Canada (2016). Top employers are recognised nationally in Canada for their success in providing quality workplaces and engaging with the community. Given their achievements as top employers, we proposed that these leaders would also be responsible leaders, i.e., they would define responsibility broadly, and consider the interests of multiple stakeholders in corporate decisions and actions.
The literature describes two general types of responsible leaders: integrative and instrumental. The integrative leader takes a broad approach to responsibility and is accountable to multiple stakeholders; the instrumental leader is financially focused and accountable primarily to shareholders. Most of the leaders in this study demonstrated the characteristics and practices of the integrative leader, a mindset considered the gold standard of socially responsible leadership. However, these individuals were not perfectly aligned with that standard because they also showed a trait more often associated with the instrumental leader: competitiveness.
Our findings led us to conclude that competition is also a necessary component of the contemporary integrative leader’s mindset. But it is how these individuals compete that places them more on the integrative end of the continuum, as opposed to the instrumental end. The value dimensions we explore are preliminary and in need of further development, yet they shed light on the challenges and realities that leaders face in the global marketplace. The findings may inform current research frameworks for responsible leadership and spark discussions around our expectations for leaders in a competitive corporate environment.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Acquier, A., Gond, J. P., & Pasquero, J. (2011). Rediscovering Howard R. Bowen’s legacy: The unachieved agenda and continuing relevance of social responsibilities of the businessman. Business & Society, 50, 607–646. https://doi.org/10.1177/0007650311419251
Adams, R. B., Licht, A. N., & Sagiv, L. (2011). Shareholders and stakeholders: How do directors decide? Strategic Management Journal, 32, 1331–1355. https://doi.org/10.1002/smj.940
Aguinis, H., & Glavas, A. (2012). What we know and don’t know about corporate social responsibility: A review and research agenda. Journal of Management, 38, 932–968. https://doi.org/10.1177/0149206311436079
Ali, A. M., & Yusof, H. (2011). Quality in qualitative studies: The case of validity, reliability, and generalizability. Issues in Social and Environmental Accounting, 5, 25–64. Retrieved from http://isea.icseard.uns.ac.id
Armstrong, J. S., Green, K. C., Armstrong, K., Booth, P., Donaldson, T. P., Jacquart, P., et al. (2013). Effects of corporate social responsibility and irresponsibility policies. Journal of Business Research, 66, 1922–1927. https://doi.org/10.1016/j.jbusres.2013.02.014
Baker, M., & Schaltegger, S. (2015). Pragmatism and new directions in social and environmental accountability research. Accounting, Auditing & Accountability Journal, 28, 263–294. https://doi.org/10.1108/AAAJ-08-2012-01079
Barney, J., & Felin, T. (2013). What are micro-foundations? Academy of Management Perspectives, 27, 138–155. https://doi.org/10.5465/amp.2012.0107
Bergin, M. (2011). NVivo 8 and consistency in data analysis: Reflecting on the use of a qualitative data analysis program. Nurse Researcher, 18, 6–12. https://doi.org/10.7748/nr2011.04.18.3.6.c8457
Bombardier’s top execs get almost 50% pay raise as company lays off thousands, taps government aid. 2017, March 29. Financial Post. Retrieved from https://business.financialpost.com/transportation/bombardiers-top-execs-get-almost-50-pay-raise-as-company-lays-off-thousands-taps-government-aid/
Bondy, K., & Starkey, K. (2014). The dilemmas of internationalization: Corporate social responsibility in the multinational corporation. British Journal of Management, 25, 4–22. https://doi.org/10.1111/j.1467-8551.2012.00840.x
Boudville, A. I., Anjou, M. D., & Taylor, H. R. (2013). Indigenous access to cataract surgery: An assessment of the barriers and solutions within the Australian health system. Clinical & Experimental Ophthalmology, 41, 148–154. https://doi.org/10.1111/j.1442-9071.2012.02840.x
Bowen, H. R. (1953). Social responsibilities of the businessman. New York: Harper & Row.
Brandt, E. (2016). Locating sustainable leadership within a typology of leadership in business. International Journal of Intelligent Enterprise, 3, 190–204. https://doi.org/10.1504/IJIE.2016.078628
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3, 77–101. https://doi.org/10.1191/1478088706qp063oa
Bridgstock, R., Lettice, F., Özbilgin, M. F., & Tatli, A. (2010). Diversity management for innovation in social enterprises in the UK. Entrepreneurship and Regional Development, 22, 1–18. https://doi.org/10.1080/08985626.2010.488404
Bridoux, F., & Stoelhorst, J. W. (2014). Micro-foundations for stakeholder theory: Managing stakeholders with heterogeneous motives. Strategic Management Journal, 35, 107–125. https://doi.org/10.1002/smj.2089
Brummette, J., & Zoch, L. M. (2015). Identifying the values that guide stakeholder expectations. PRism Online PR Journal, 12, 1–16. Retrieved from http://www.prismjournal.org/homepage.html
Burton, B. K., & Goldsby, M. (2009). Corporate social responsibility orientation, goals, and behavior. A study of small business owners. Business and Society, 48, 88–104. https://doi.org/10.1177/0007650307305367
Caligiuri, P., & Tarique, I. (2009). Predicting effectiveness in global leadership activities. Journal of World Business, 44, 336–346. https://doi.org/10.1016/j.jwb.2008.11.005
Carroll, A. B. (1999). Corporate social responsibility: Evolution of a definitional construct. Business & Society, 38, 268–295. https://doi.org/10.1177/000765039903800303
Carroll, A. B. (2015). Corporate social responsibility: The centerpiece of competing and complementary frameworks. Organizational Dynamics, 44(8), 87–96. https://doi.org/10.1016/j.orgdyn.2015.02.002
Carter, S. M., & Greer, C. R. (2013). Strategic leadership: Values, styles, and organizational performance. Journal of Leadership & Organizational Studies, 20, 375–393. https://doi.org/10.1177/1548051812471724
Chen, K. K., Lune, H., & Queen, E. L. (2013). How values shape and are shaped by non-profit and voluntary organizations: The current state of the field. Non-profit and Voluntary Sector Quarterly, 42, 856–885. https://doi.org/10.1177/0899764013480273
Chin, M. K., Hambrick, D. C., & Treviño, L. K. (2013). Political ideologies of CEOs: The influence of executives’ values on corporate social responsibility. Administrative Science Quarterly, 58, 197–232. https://doi.org/10.1177/0001839213486984
Christ, K. L., Burritt, R. L., & Varsei, M. (2017). Coopetition as a potential strategy for corporate sustainability. Business Strategy and the Environment. https://doi.org/10.1002/bse.1967
Cooper, D. R., & Schindler, P. S. (2014). Business research methods (12th ed.). New York: McGraw-Hill Irwin.
Cots, E. G. (2011). Stakeholder social capital: A new approach to stakeholder theory. Business Ethics: A European Review, 20, 328–341. https://doi.org/10.1111/j.1467-8608.2011.01635.x
Crane, A., Matten, D., & Moon, J. (2008). Corporations and citizenship. Cambridge: Cambridge University Press.
Creswell, J. W. (2014). Research design: Quantitative, qualitative, and mixed methods (4th ed.). Thousand Oaks, CA: Sage.
Crossan, M., Mazutis, D., & Seijts, G. (2013). In search of virtue: The role of virtues, values, and character strengths in ethical decision making. Journal of Business Ethics, 113, 567–581. https://doi.org/10.1007/s10551-013-1680-8
Dahlsrud, A. (2008). How corporate social responsibility is defined: An analysis of 37 definitions. Corporate Social Responsibility and Environmental Management, 15(1), 1–13. https://doi.org/10.1002/csr.132
Davis, T. L. (2013). A qualitative study of the effects of employee retention on the organization (Doctoral dissertation). Available from ProQuest Dissertations & Theses database (UMI No. 1313773596).
de Colle, S., Henriques, A., & Sarasvathy, S. (2014). The paradox of corporate social responsibility standards. Journal of Business Ethics, 125, 177–191. https://doi.org/10.1007/s10551-013-1912-y
Devinney, T. M., Schwalbach, J., & Williams, C. A. (2013). Corporate social responsibility and corporate governance: Comparative perspectives. Corporate Governance: An International Review, 21, 413–419. https://doi.org/10.1111/corg.12041
Doerfel, M., & Taylor, M. (2004). Network dynamics of interorganizational cooperation: The Croatian civil society movement. Communication Monographs, 71. https://doi.org/10.1080/0363452042000307470
Doh, J. P., & Quigley, N. R. (2014). Responsible leadership and stakeholder management: Influence pathways and organizational outcomes. Academy of Management Perspectives, 28, 255–274. https://doi.org/10.5465/amp.2014.0013
Eccles, R. G., Ioannou, I., & Serafeim, G. (2014). The impact of corporate sustainability on organizational processes and performance. Management Science, 60, 2835–2857. https://doi.org/10.1287/mnsc.2014.1984
Edelman. (2017). Edelman trust barometer: Annual global study. Retrieved from http://www.edelman.com/trust2017/
Emec, S., Bilge, P., & Seliger, G. (2015). Design of production systems with hybrid energy and water generation for sustainable value creation. Clean Technologies and Environmental Policy, 17, 1807–1829. https://doi.org/10.1007/s10098-015-0947-4
Erakoviç, L., & Overall, J. (2010). Opening the “black box:” Challenging traditional governance theorems. Journal of Management and Organization, 16, 250–265. https://doi.org/10.5172/jmo.16.2.250
Eriksson, P., & Kovalainen, A. (2008). Qualitative methods in business research. London: Sage. https://doi.org/10.4135/9780857028044
Fifka, M. S., & Berg, N. (2014). Managing corporate social responsibility for the sake of business and society. Corporate Social Responsibility and Environmental Management, 21(5), 253–257. https://doi.org/10.1002/csr.1334
Filatotchev, I., & Nakajima, C. (2014). Corporate governance, responsible managerial behavior, and corporate social responsibility: Organizational efficiency versus organizational legitimacy? The Academy of Management Perspectives, 28, 289–306. https://doi.org/10.5465/amp.2014.0014
Fleming, P., Roberts, J., & Garsten, C. (2013). In search of corporate social responsibility: Introduction to special issue. Organization, 20, 337–348. https://doi.org/10.1177/1350508413479581
Fletcher, D. (2009, February). A brief history of the tylenol poisonings. Time Magazine. Retrieved from http://content.time.com/time/nation/article/0,8599,1878063,00.html
Freeman, R. E., Harrison, J. S., Wicks, A. C., Parmar, B. L., & de Colle, S. (2010). Stakeholder theory: The state of the art [Kindle Version]. New York: Cambridge University Press. https://doi.org/10.1017/CBO9780511815768
Frynas, J. G., & Yamahaki, C. (2016). Corporate social responsibility: Review and roadmap of theoretical perspectives. Business Ethics: A European Review, 25, 258–285. https://doi.org/10.1111/beer.12115
Fusch, P. I., & Ness, L. R. (2015). Are we there yet? Data saturation in qualitative research. The Qualitative Report, 20, 1408–1416. Retrieved from http://www.nova.edu/ssss/QR/QR20/9/fusch1.pdf
Gehman, J., Treviño, L. K., & Garud, R. (2013). Values work: A process study of the emergence and performance of organisational values practices. Academy of Management Journal, 56, 84–112. https://doi.org/10.5465/amj.2010.0628
Ghobadian, A., Money, K., & Hillenbrand, C. (2015). Corporate responsibility research: Past—present—future. Group & Organization Management, 40, 271–294. https://doi.org/10.1177/1059601115590320
Global Reporting Initiative (GRI). (2015, May). Sustainability and reporting trends in 2025: Preparing for the future. Retrieved from https://www.globalreporting.org/resourcelibraryh/Sustainability-and-Reporting-Trends-in-2025-1.pdf
Global Reporting Initiative (GRI). (2018). GRI database. Retrieved from https://www.database.globalreporting.org/
Godos-Díez, J.-L., Fernández-Gago, R., & Martínez-Campillo, A. (2011). How important are CEOs to CSR practices? An analysis of the mediating effect of the perceived role of ethics and social responsibility. Journal of Business Ethics, 98, 531–548. https://doi.org/10.1007/s10551-010-0609-8
Greenwood, M., & Van Buren, H., III. (2010). Trust and stakeholder theory: Trustworthiness in the organization–stakeholder relationship. Journal of Business Ethics, 95, 425–438. https://doi.org/10.1007/s10551-010-0414-4
Gregersen, H. B., Morrison, A. J., & Black, J. S. (1998). Developing leaders for the global frontier. Sloan Management Review, 40, 21–32. Retrieved from http://sloanreview.mit.edu/article/developing-leaders-for-the-global-frontier/
Gubrium, J. F., Holstein, J. A., Marvasti, A. B., & McKinney, K. D. (2012). The Sage handbook of interview research: The complexity of the craft (2nd ed.). Thousand Oaks, CA: Sage.
Guest, G., Bunce, A., & Johnson, L. (2006). How many interviews are enough? An experiment with data saturation and variability. Field Methods, 18, 59–82. https://doi.org/10.1177/1525822X05279903.
Hahn, T., Preuss, L., Pinkse, J., & Figge, F. (2014). Cognitive frames in corporate sustainability: Managerial sense-making with paradoxical and business case frames. Academy of Management Review, 39, 463–487. https://doi.org/10.5465/amr.2012.0341
Hambrick, D. C. (2007). Upper echelons theory: An update. Academy of Management Review, 32, 334–343. https://doi.org/10.5465/AMR.2007.24345254
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9, 193–206.
Harjoto, M. A., & Jo, H. (2014). Legal versus normative CSR: Differential impact on analyst dispersion, stock return volatility, cost of capital, and firm value. Journal of Business Ethics, 128, 1–20. https://doi.org/10.1007/s10551-014-2082-2
Harper, M., & Cole, P. (2012). Member checking: Can benefits be gained similar to group therapy? The Qualitative Report, 17, 510–517. Retrieved from http://www.nova.edu
Hemingway, C. A., & Maclagan, P. W. (2004). Managers’ personal values as drivers of corporate social responsibility. Journal of Business Ethics, 50, 33–44. https://doi.org/10.1023/B:BUSI.0000020964.80208.c9.
Hockerts, K. (2015). A cognitive perspective on the business case for corporate sustainability. Business Strategy and the Environment, 24, 102–122. https://doi.org/10.1002/bse.1813
Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 1, 1–26. https://doi.org/10.9707/2307-0919.1014
Houghton, J. D., Pearce, C. L., Manz, C. C., Courtright, S., & Stewart, G. L. (2015). Sharing is caring: Toward a model of proactive caring through shared leadership. Human Resource Management Review, 25, 313–327. https://doi.org/10.1016/j.hrmr.2014.12.001
Hudson, S. M., Newman, S. D., Hester, W. H., Magwood, G. S., Mueller, M., & Laken, M. A. (2014). Factors influencing hospital admissions and emergency department visits among children with complex chronic conditions: A qualitative study of parents’ and providers’ perspectives. Issues in Comprehensive Pediatric Nursing, 37, 61–80. https://doi.org/10.3109/01460862.2013.85584
Husted, B. W., & de Jesus Salazar, J. (2006). Taking Friedman seriously: Maximizing profits and social performance. Journal of Management Studies, 43, 75–91. https://doi.org/10.1111/j.1467-6486.2006.00583.x
Ingenhoff, D., & Sommer, K. (2010). Trust in companies and in CEOs: A comparative study of the main influences. Journal of Business Ethics, 95, 339–355. https://doi.org/10.1007/s10551-010-0363-y
Javidan, M., Bullough, A., & Dibble, R. (2016). Mind the gap: Gender differences in global leadership self-efficacies. Academy of Management Perspectives, 30, 59–73. https://doi.org/10.5465/amp.2015.0035
Jermyn, D. (2014). Canada’s top 100 employers. The Globe and Mail. Retrieved from http://www.theglobeandmail.com/report-on-business/careers/top-employers/canadas-top-100-employers-make-their-workplaces-exceptional/article21427767
Jones Christensen, L., MacKey, A., & Whetten, D. (2014). Taking responsibility for corporate social responsibility: The role of leaders in creating, implementing, sustaining, or avoiding socially responsible firm behaviors. Academy of Management Perspectives, 28, 164–178. https://doi.org/10.5465/amp.2012.0047
Jones, K. B. (2015). Ethical insights of early 21st-century corporate leaders (Doctoral dissertation). Retrieved from http://scholarworks.waldenu.edu/dissertations/413/
Junaid, M. R. (2013). Collapse of giants: Conceptualizing trust as a metaphysical imperative in organization infrastructure. African Journal of Business Management, 7, 2926–2937. https://doi.org/10.5897/AJBM2013.1617
Kemper, A., & Martin, R. (2010). After the fall: The global financial crisis as a test of corporate social responsibility theories. European Management Review, 7, 229–239. https://doi.org/10.1057/emr.2010.18
Kiladze, T. (2017, June 29). The CEO pay crusade. The Globe and Mail. Retrieved from https://www.theglobeandmail.com/report-on-business/rob-magazine/its-time-to-overhaul-the-way-we-compensateceos/article35475579/
Klenke, K. (2011). Leadership at the core of corporate social responsibility: A multi-level process model. International Leadership Journal, 3, 23–49. Retrieved from http://www.tesc.edu/documents/ILJ_Summer_2011.pdf
Knight, J. (1982, October). Tylenol’s maker shows how to respond to crisis. The Washington Post. Retrieved from https://www.washingtonpost.com/archive/business/1982/10/11/tylenols-maker-shows-how-to-respond-to-.
Knudsen, J. S., & Moon, J. (2013). State strength and economic globalization: Proposing a typology of CSR regulation. Retrieved from SSRN https://ssrn.com/abstract=2212749
Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge (6th ed.). Hoboken, NJ: Wiley.
L’Huillier, B. M. (2014). What does corporate governance actually mean? Corporate Governance: The International Journal of Business in Society, 14, 300–319. https://doi.org/10.1108/CG-10-2012-0073
Lange, D., & Washburn, N. T. (2012). Understanding attributions of corporate social responsibility. Academy of Management Review, 37, 300–326. https://doi.org/10.5465/amr.2010.0522
Lauesen, L. M. (2013). CSR in the aftermath of the financial crisis. Social Responsibility Journal, 9, 641–663. https://doi.org/10.1108/SRJ-11-2012-0140
Limoubpratum, C., Shee, H., & Ahsan, K. (2015). Sustainable distribution through coopetition strategy. International Journal of Logistics Research and Applications, 18, 424–441.
Lin-Hi, N., & Blumberg, I. (2011). The relationship between corporate governance, global governance, and sustainable profits: Lessons learned from BP. Corporate Governance, 11, 571–584. https://doi.org/10.1108/14720701111176984
Lincoln, Y. S., & Guba, E. G. (1985). Naturalistic inquiry. Newbury Park, CA: Sage.
Lindgreen, A., & Swaen, V. (2010). Corporate social responsibility. International Journal of Management Reviews, 12, 1–7. https://doi.org/10.1111/j.1468-2370.2009.00277.x
Maak, T. (2007). Responsible leadership, stakeholder engagement, and the emergence of social capital. Journal of Business Ethics, 74, 329–343. https://doi.org/10.1007/s10551-007-9510-5
Maak, T., & Pless, N. M. (2006). Responsible leadership in a stakeholder society—A relational perspective. Journal of Business Ethics, 66, 99–115. https://doi.org/10.1007/s10551-006-9047-z
Maak, T., Pless, N. M., & Voegtlin, C. (2016). Business statesman or shareholder advocate? CEO responsible leadership styles and the micro-foundations of political CSR. Journal of Management Studies, 53, 463–493. https://doi.org/10.1111/joms.12195
MacNeil, P. (2018). An exploration of the personal values that motivate responsible leaders in Canadian organizations: A personal perspective on corporate social responsibility (Doctoral dissertation). Retrieved from http://hdl.handle.net/10791/256
Mazutis, D. D., & Slawinski, N. (2015). Reconnecting business and society: Perceptions of authenticity in corporate social responsibility. Journal of Business Ethics, 131, 137–150. https://doi.org/10.1007/s10551-014-2253-1
MediaCorp Canada, Inc. (2016). Canada’s top 100 employers. Retrieved from http://www.canadastop100.com/national
Merry, T., Michelon, G., & Parbonetti, A. (2012). The effect of corporate governance on sustainability disclosure. Journal of Management & Governance, 16, 477–509. https://doi.org/10.1007/s10997-010-9160-3
Mirvis, P. (2012). Employee engagement and CSR: Transactional, relational, and developmental approaches. California Management Review, 54, 93–117. https://doi.org/10.1525/cmr.2012.54.4.93
Morgeson, F. P., Aguinis, H., Waldman, D. A., & Siegel, D. S. (2013). Extending corporate social responsibility research to the human resource management and organizational behavior domains: A look to the future. Personnel Psychology, 66, 805–824. https://doi.org/10.1111/peps.12055
Mostovicz, E., Kakabadse, A., & Kakabadse, N. (2011). The four pillars of corporate responsibility: Ethics, leadership, personal responsibility, and trust. Corporate Governance: The International Journal of Business in Society, 11, 489–500. https://doi.org/10.1108/14720701111159307
Ntim, C. G., & Soobaroyen, T. (2013). Corporate governance and performance in socially responsible corporations: New empirical insights from a neo-institutional framework. Corporate Governance: An International Review, 21, 468–494. https://doi.org/10.1111/corg.12026
NVivo (Version 11) [Computer software]. Melbourne, Australia: QSR International Pty Ltd.
O’Riordan, L., & Fairbrass, J. (2014). Managing CSR stakeholder engagement: A new conceptual framework. Journal of Business Ethics, 125, 121–145. https://doi.org/10.1007/s10551-013-1913-x
O’Toole, J. (2012). Notes toward a definition of values-based leadership. Journal of Values-Based Leadership, 1. Retrieved from http://www.valuesbasedleadershipjournal.com/issues/vol1issue1/otoole.php
Omar, A. M. A., Wisniewski, T. P., & Yekini, L. S. (2017). Psychopathic traits of corporate leadership as predictors of future stock returns. European Financial Management, 25, 1196–1228. https://doi.org/10.1111/eufm.12244
Ou, A. Y., Waldman, D. A., & Peterson, S. J. (2015). Do humble CEOs matter? An examination of CEO humility and firm outcomes. Journal of Management. https://doi.org/10.1177/0149206315604187
Owen, H. (Ed.). (2012). New thinking on leadership: A global perspective (Kindle Edition). Philadelphia, PA: Kogan Page Limited.
Patzer, M., Voegtlin, C., & Scherer, A. G. (2012). Responsible leadership and the political role of global business. Zurich. Retrieved from http://ssm.com/abstract=2135393
Patzer, M., Voegtlin, C., & Scherer, A. G. (2018). The normative justification of integrative stakeholder engagement: A Habermasian view on responsible leadership. Business Ethics Quarterly, 28, 325–354. https://doi.org/10.1017/beq.2017.33
Pearce, C. L., Wassenaar, C. L., & Manz, C. C. (2014). Is shared leadership the key to responsible leadership? The Academy of Management Perspectives, 28, 275–288. Retrieved from http://0-search.ebscohost.com.aupac.lib.athabascau.ca/login.aspx?direct=true&AuthType=url,ip,uid&db=bth&AN=97816323&site=ehost-live
Petty, N. J., Thomson, O. P., & Stew, G. (2012). Ready for a paradigm shift? Part 2: Introducing qualitative research methodologies and methods. Manual Therapy, 17, 378–384. https://doi.org/10.1016/j.math.2012.03.004
Pless, N., & Maak, T. (2011). Responsible leadership: Pathways to the future. Journal of Business Ethics, 98, 3–13. https://doi.org/10.1007/s10551-011-1114-4
Pless, N., Maak, T., & Waldman, D. A. (2012). Different approaches toward doing the right thing: Mapping the responsibility orientations of leaders. Academy of Management Perspectives, 26, 51–65. https://doi.org/10.5465/amp.2012.0028
Porter, M. E., & Kramer, M. R. (2011). Creating shared value. Harvard Business Review, 89, 62–77. https://doi.org/10.1108/09600039410055963
PricewaterhouseCoopers. (2016). Inside the minds of consumers and CEOs 20th CEO survey. Retrieved from https://www.pwc.com/gx/en/ceo-agenda/ceosurvey.html
Ree, J. M. (2014). New thinking on leadership: A global perspective. Psychology, 67, 994–996. https://doi.org/10.1111/peps.12088_5
Rokeach, M. (1973). The nature of human values. (1st ed.). New York: The Free Press. https://doi.org/10.1017/CBO9781107415324.004
Rowley, J. (2012). Conducting research interviews. Management Research Review, 35, 260–271. https://doi.org/10.1108/01409171211210154
Sarid, A. (2016). Integrating leadership constructs into the Schwartz value scale: Methodological implications for research. Journal of Leadership Studies, 10, 8–17. https://doi.org/10.1002/jls.21424
Scherer, A. G., & Palazzo, G. (2007). Toward a political conception of corporate responsibility: Business and society seen from a Habermasian perspective. The Academy of Management Review, 32, 1096–1120. https://doi.org/10.2307/20159358
Scherer, A. G., Baumann-Pauly, D., & Schneider, A. (2013). Democratizing corporate governance: Compensating for the democratic deficit of corporate political activity and corporate citizenship. Business & Society, 52, 473–514. https://doi.org/10.1177/0007650312446931
Schneider, A. (2014). Embracing ambiguity: Lessons from the study of corporate social responsibility throughout the rise and decline of the modern welfare state. Business Ethics: A European Review, 23, 293–308. https://doi.org/10.1111/beer.12052
Schwab, K., & Larkin, M. (2015). Outlook on the global agenda 2015. Cologny/Geneva Switzerland. Retrieved from http://www3.weforum.org/docs/GAC14/WEF_GAC14_OutlookGlobalAgenda_Report.pdf
Sethi, S. P., Martell, T. F., & Demir, M. (2015). An evaluation of the quality of corporate social responsibility reports by some of the world’s largest financial institutions. Journal of Business Ethics, 1–19. https://doi.org/10.1007/s10551-015-2878-8
Sherwell, P., & Lawler, D. (2015). BP oil spill: Five years after “worst environmental disaster”. In US history, how bad was it really? The Telegraph (pp. 1–11). Retrieved from http://www.telegraph.co.uk/news/worldnews/northamerica/usa/11546654/BP-oil-spill-Five-years-after-worst-environmental-disaster-in-US-history-how-bad-was-it-really.html
Stahl, G. K., & Sully de Luque, M. (2014). Antecedents of responsible leader behavior: A research synthesis, conceptual framework, and agenda for future research. Academy of Management Perspectives, 28, 235–254. https://doi.org/10.5465/amp.2013.0126
Stake, R. (1995). The art of case study research. Thousand Oaks, CA: Sage.
Stevenson, C. P. (2008). Maple Leaf case study: An example of crisis management. Retrieved from https://www.swlawyers.ca/docs/Maple-Leaf-Case-Study-Colin-Stevenson.pdf
Strand, R. (2011). Exploring the role of leadership in corporate social responsibility: A review. Journal of Leadership, Accountability & Ethics, 8, 84–96. Retrieved from http://research.cbs.dk/portal/en/publications/exploring-the-role-of-leadership-in-corporate-social-responsibility(727048b7-5b31-472b-b9b0-a4b319dc968a)/export.html
Sully de Luque, M. S., Washburn, N. T., Waldman, D. A., & House, R. J. (2008). Unrequited profit: How stakeholder and economic values relate to subordinates’ perceptions of leadership and firm performance. Administrative Science Quarterly, 53, 626–654. https://doi.org/10.2189/asqu.53.4.626
Terrell, R. S., & Rosenbusch, K. (2013). How global leaders develop. Journal of Management Development, 32, 1056–1079. https://doi.org/10.1108/JMD-01-2012-0008
Tideman, S. G., Arts, M. C., & Zandee, D. P. (2013). Sustainable leadership: Towards a workable definition. Journal of Corporate Citizenship, 2013, 17–33. https://doi.org/10.9774/GLEAF.4700.2013.ma.00004
Tien, C., Chen, C.-N., & Chuang, C.-M. (2013). A study of CEO power, pay structure, and firm performance. Journal of Management & Organization, 19, 424–453. https://doi.org/10.1017/jmo.2013.30
Tolofari, S. (2005). New public management and education. Policy Futures in Education, 3. Retrieved from http://firgoa.usc.es/drupal/files/tolofari.pdf
Veríssimo, J. M. C., & Lacerda, T. M. C. (2015). Does integrity matter for CSR practice in organizations? The mediating role of transformational leadership. Business Ethics: A European Review, 24, 34–51. https://doi.org/10.1111/beer.12065
Visser, W. (2010). The age of responsibility: CSR 2.0 and the new DNA of business. Journal of Business Systems, Governance, and Ethics, 5, 1–22. https://doi.org/10.2139/ssrn.1725159
Voegtlin, C. (2011). Development of a scale measuring discursive responsible leadership. Journal of Business Ethics, 98, 57–73. https://doi.org/10.1007/s10551-011-1020-9
Voegtlin, C. (2016). What does it mean to be responsible? Addressing the missing responsibility dimension in ethical leadership research. Leadership, 12, 581–608. https://doi.org/10.1177/1742715015578936
Voegtlin, C., Patzer, M., & Scherer, A. (2012). Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105, 1–16. https://doi.org/10.1007/s10551-011-0952-4
Waldman, D. A., & Balven, R. M. (2014). Responsible leadership: Theoretical issues and research directions. The Academy of Management Perspectives, 28, 224–234. https://doi.org/10.5465/amp.2014.0016
Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. Leadership Quarterly, 19, 117–131. https://doi.org/10.1016/j.leaqua.2007.12.008
Waldman, D. A., Balthazard, P. A., & Peterson, S. J. (2011). Leadership and neuroscience: Can we revolutionize the way that inspirational leaders are identified and developed? Academy of Management Perspectives, 25, 60–74. https://doi.org/10.5465/AMP.2011.59198450
Walls, J. L., & Berrone, P. (2015). The power of one to make a difference: How informal and formal CEO power affect environmental sustainability. Journal of Business Ethics, 1–16. https://doi.org/10.1007/s10551-015-2902-z
Wang, H., Tong, L., Takeuchi, R., & George, G. (2016). Corporate social responsibility: An overview and new research directions. Academy of Management Journal, 59, 534–544. https://doi.org/10.5465/amj.2016.5001
Whittemore, A. H. (2014). Phenomenology and city planning. Journal of Planning Education and Research, 34, 301–308. https://doi.org/10.1177/0739456X14536989
Williams, O. F. (2014). CSR: Will it change the world? Hope for the future: An emerging logic in business practice. Journal of Corporate Citizenship, 9–26. https://doi.org/10.9774/GLEAF.4700.2014.ma.00004.
Witt, M. A., & Redding, G. (2012). The spirits of corporate social responsibility: Senior executive perceptions of the role of the firm in society in Germany, Hong Kong, Japan, South Korea and the USA. Socio-Economic Review, 10, 109–134. https://doi.org/10.1093/ser/mwr026
Witt, M. A., & Stahl, G. K. (2016). Foundations of responsible leadership: Asian versus western executive responsibility orientations toward key stakeholders. Journal of Business Ethics, 136, 1–16. https://doi.org/10.1007/s10551-014-2534-8
World Economic Forum. (2014). Outlook on the global agenda 2015. Cologny/Geneva: World Economic Forum. Retrieved from http://reports.weforum.org/outlook-global-agenda-2015/wp-content/blogs.dir/59/mp/files/pages/files/outlook-2015-a4-downloadable.pdf
Yasir, M., & Mohamad, N. A. (2016). Ethics and morality: Comparing ethical leadership with servant, authentic and transformational leadership styles. International Review of Management and Marketing, 6, 310–316. Retrieved from http://www.econjournals.com
Yin, R. K. (2014). Case study research: Design and methods (5th ed.). Thousand Oaks, CA: Sage.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Appendices
Appendix 1: Secondary Tables
Appendix 2: Interview Questions
-
1.
Engagement is taken seriously by (your organisation) based on the success you have had with the Top 100 Employer listing:
-
What is your understanding of engagement? [Define engagement, meanings, experience]
-
How important is engagement to you as a senior leader?
-
-
2.
Employee engagement can be challenging, especially with a large company. How does (your organisation) engage employees? [Types of activities, policies, experience, etc.]
-
How involved are they in decisions? [Types of input, other experience]
-
What, if anything, does employee engagement achieve for the company? [Benefits-culture, performance, competitive advantage, etc.]
-
-
3.
External stakeholders come in many forms and with diverse needs. How do you decide who your key stakeholders are?
-
What does external stakeholder engagement look like at (your organisation)? [Examples, experience]
-
How involved are stakeholders in the decisions of the organisation?
-
What, if anything, does external stakeholder engagement achieve for the organisation? [legetimacy, trust, reputation, competitiveness]
-
-
4.
(Your organisation) contributes to the community (i.e., social responsibility) and produces regular sustainability reports. Why is social responsibility and sustainability important to [your organisation]?
-
How effective are your strategies? [Examples, experience, stories]
-
How involved are stakeholders in these strategies? [community input, committees]
-
-
5.
What suggestions would you have for other business leaders who want to improve engagement and CSR/Sustainability strategies in their organisations? [leadership, policies, practices, programs, etc.]
-
6.
Levels of public trust in business, government, and other institutions have been low for a number of years. How important is trust, to you? To (your organisation)? [meanings, experience, loss of trust]
-
Do you have any suggestions for others who want to increase trust in their organisations?
-
-
7.
Senior leaders make the decisions that drive organisational processes and strategies. We know that personal values affect behaviour, but there is little information about the influence of personal values on leaders’ decisions. How do you think personal values enter into your decisions? [Examples, experience, expectations]
-
What values would you say are important for leaders to be successful in today’s global marketplace? [Have they changed? Meaning of values, role of values]
-
-
8.
Are there any other comments or suggestions that you would like to make?
Rights and permissions
Copyright information
© 2020 Springer Nature Switzerland AG
About this chapter
Cite this chapter
MacNeil, P., Matear, M. (2020). Getting Personal About Corporate Social Responsibility (CSR): Exploring the Values That Motivate Leaders to Be Responsible. In: Díaz Díaz, B., Capaldi, N., Idowu, S.O., Schmidpeter, R. (eds) Responsible Business in a Changing World. CSR, Sustainability, Ethics & Governance. Springer, Cham. https://doi.org/10.1007/978-3-030-36970-5_16
Download citation
DOI: https://doi.org/10.1007/978-3-030-36970-5_16
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-030-36969-9
Online ISBN: 978-3-030-36970-5
eBook Packages: Business and ManagementBusiness and Management (R0)