Article ID | Journal | Published Year | Pages | File Type |
---|---|---|---|---|
888227 | The Leadership Quarterly | 2008 | 15 Pages |
Abstract
In recent years, corporate social responsibility (CSR) has received increased attention in both academic and practitioner realms. The authors agree that corporate leaders play a key role in formulating and implementing CSR initiatives, but debate the appropriate drivers of socially responsible decisions and actions undertaken by these leaders. They conclude that an approach which takes into account both instrumental behavior and leader motives or values holds promise in reconciling some of their differences.
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
David A. Waldman, Donald Siegel,