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| Tekijä: | Angus-Leppan, T. Metcalf, L. Benn, S. |
| Otsikko: | Leadership styles and CSR practice: an examination of sensemaking, institutional drivers and CSR leadership |
| Lehti: | Journal of Business Ethics
2010 : MAY, VOL. 93:2, p. 189-213 |
| Asiasana: | social responsibility leadership business ethics investments organizational behaviour stakeholders |
| Kieli: | eng |
| Tiivistelmä: | This paper studies the explicit and implicit corporate social responsibility (CSR) framework and its consequences for leadership style in a major banking institution. Evidence for existence of the frameworks essential concepts considering leadership styles was studied through the self-reported sensemaking of leaders charged with introduction of a CSR programme. Qualitative data analysis suggested that explicit CSR relates to an autocratic leadership style, while implicit CSR is connected to emergent and authentic styles. Even though our results reinforced key aspects of the explicit and implicit CSR framework, they also exhibited colliding systems of both CSR and leadership within our case organisation and highlighted the difficulty to categorise CSR according to specific frameworks. Overall, the data suggest that the leadership styles, required to successfully execute explicit and implicit CSR programmes, conflict. Given the finding of these CSR systems' coincidence within an organisation, we suggest that the debating style of transformational leadership can be the needed linchpin. |
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