Translating Corporate Social Responsibility into Action: A Social Learning Perspective

Amanuel G. Tekleab (), Paul M. Reagan (), Boram Do (), Ariel Levi () and Cary Lichtman ()
Additional contact information
Amanuel G. Tekleab: Wayne State University
Paul M. Reagan: Mobeous
Boram Do: Yonsei University
Ariel Levi: Mike Ilitch School of Business
Cary Lichtman: Wayne State University

Journal of Business Ethics, 2021, vol. 171, issue 4, No 7, 756 pages

Abstract: Abstract Interest in the microfoundations of corporate social responsibility (CSR) has grown over the past decade. In this study, we draw on social learning theory to examine the effects of prosocial leaders on followers’ motivation to engage in CSR practices, and consequently on their CSR performance. Further drawing from social learning theory, we propose that followers’ trait compliance and leader-member exchange moderate the above relationships by affecting the conceptual mechanisms of social rewards and role-modeling motives. We tested our hypotheses with data from a sample of 138 employees (i.e., followers) who were responsible for implementing an organization-initiated CSR practice. Our results showed that among followers who were high in trait compliance, leaders’ prosocial motivation was positively associated with followers' CSR motivation. In addition, followers’ CSR motivation was positively related to their objective CSR performance when they had a high-quality relationship with their leaders. Our findings advance our understanding of the conditions under which leaders will be more versus less influential on followers’ motivation and engagement in CSR activities. We discuss the theoretical and practical implications of our results.

Keywords: Corporate social responsibility (CSR); Leader-member exchange (LMX); Social learning theory; Trait compliance (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (9)

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DOI: 10.1007/s10551-020-04447-y

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