Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors

Kenneth De Roeck, Omer Farooq

Research output: Contribution to journalArticlepeer-review

206 Citations (Scopus)

Abstract

This research investigates the interlinkage between corporate social responsibility (CSR) and ethical leadership in inducing employees’ socially responsible behaviors (SRBs). Specifically, building on organizational identification theory and cue consistency theory, we develop and test an integrated moderated mediation framework in which employees’ perception of ethical leadership moderates the mediating mechanism between their perceptions of CSR (i.e., perceived CSR–environment and perceived CSR–community), organizational identification, and SRBs (i.e., green and societal behaviors). The findings highlight the need for consistency between employees’ perceptions of CSR and ethical leadership to foster their propensity to further social good through relationship-building activities with their organization. The results, which largely verify the theoretical framework, contribute to and have implications for both research and practice.

Original languageEnglish
Pages (from-to)923-939
Number of pages17
JournalJournal of Business Ethics
Volume151
Issue number4
DOIs
Publication statusPublished - Sept 1 2018
Externally publishedYes

Keywords

  • Corporate social responsibility
  • Ethical leadership
  • Green behavior
  • Micro-CSR
  • Organizational identification
  • Socially responsible behavior
  • Societal behavior

ASJC Scopus subject areas

  • Business and International Management
  • General Business,Management and Accounting
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

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