Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership

Angus-Leppan, T; Metcalf, L; Benn, S

Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership

Angus-Leppan, T Metcalf, L Benn, S

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Publication Type:: Journal Article
Citation:: Journal of Business Ethics, 2010, 93 (2), pp. 189 - 213
Issue Date:: 2010-05-01

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Field	Value	Language
dc.contributor.author	Angus-Leppan, T	en_US
dc.contributor.author	Metcalf, L	en_US
dc.contributor.author	Benn, S https://orcid.org/0000-0002-5282-2255	en_US
dc.date.issued	2010-05-01	en_US
dc.identifier.citation	Journal of Business Ethics, 2010, 93 (2), pp. 189 - 213	en_US
dc.identifier.issn	0167-4544	en_US
dc.identifier.uri	http://hdl.handle.net/10453/15781
dc.description.abstract	This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the frameworks key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results reinforced key aspects of the explicit and implicit CSR framework, they demonstrated conflicting systems of both CSR and leadership within our case organisation and highlighted the difficulty in categorising such a complex concept as CSR according to specific frameworks. Overall, our data suggest that the leadership styles, needed to successfully implement explicit and implicit CSR programmes, are in conflict. Given our finding that these CSR systems can coincide within one organisation, we suggest that the debating style of transformational leadership may be the required linchpin. © Springer 2009.	en_US
dc.relation.ispartof	Journal of Business Ethics	en_US
dc.relation.isbasedon	10.1007/s10551-009-0221-y	en_US
dc.subject.classification	Applied Ethics	en_US
dc.title	Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership	en_US
dc.type	Journal Article
utslib.citation.volume	2	en_US
utslib.citation.volume	93	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1505 Marketing	en_US
utslib.for	2201 Applied Ethics	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access
pubs.issue	2	en_US
pubs.publication-status	Published	en_US
pubs.volume	93	en_US

Abstract:

This article examines the explicit and implicit corporate social responsibility (CSR) framework and its implications for leadership style, in a major banking institution. Evidence for existence of the frameworks key concepts in relation to leadership styles was explored through the self-reported sensemaking of leaders charged with CSR programme introduction. Qualitative data analysis indicated that explicit CSR is linked to an autocratic leadership style, whereas implicit CSR is more closely aligned with emergent and authentic styles. Although our results reinforced key aspects of the explicit and implicit CSR framework, they demonstrated conflicting systems of both CSR and leadership within our case organisation and highlighted the difficulty in categorising such a complex concept as CSR according to specific frameworks. Overall, our data suggest that the leadership styles, needed to successfully implement explicit and implicit CSR programmes, are in conflict. Given our finding that these CSR systems can coincide within one organisation, we suggest that the debating style of transformational leadership may be the required linchpin. © Springer 2009.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/15781