The authors aim to explore a better fitting leadership style that is designed for the sustainable era in believing and committing to work for cherishing resources and developing the organization toward a new sustainable direction. This study developed the questionnaire items of the Resource-Dilemma-Handling-Leadership scale, representing a new sustainable era's new leadership style, and then to compare it with the transformational leadership style in order to highlight the importance of RHDL for sustainable development. This study took companies, which have more (...) than 100 employees in Taiwan as research samples. Those companies were selected because they were socially tagged as being operating continuously for more than 20 years and identifying themselves with the operational orientation of social responsibility as their business philosophy and core values for management. A total of 532 valid questionnaires were collected, with a 90.6% valid return rate, and tested with the SEM method. Consistent with the authors' inferences from the literature, the test results suggest that CSR plays the role of full mediator between RDHL and OC. CSR itself is like a sense of responsibility, giving employees a sense of mission, to complete meaningful sustainability-relevant tasks in the organization. RDHL, compared with TL, has a better prediction power on CSR and OC. Theoretically, this study implies that the impact of leadership of the organization on OC in the aspects of sustainable development should be going through the influence of the ELB system in the form of CSR to promote the organization's internal and external organizational CSR performance, with added internal strengthening power from OC. Practically, the new RDHL concepts brought up by this study include the training and enhancement of leadership skills based on the content of the scale items being explored. The new RDHL scale contains a comprehensive description of the spirit of the new sustainable era's leadership style. Also, the future applications of RDHL ideas in the form of human resource development should help the realization of the ideally sustainability behavioral patterns of leaders and employees in the organizations. (shrink)

Considering the vulnerable climatic conditions in most parts of the planet, a successful transition toward a carbon-free future is a critical challenge worldwide. In this respect, around 35% of the world’s total greenhouse gas emission is associated with the power sector. To this end, a vast of electrical energy has been used by the people in buildings. Specifically, a significant amount of energy in buildings is used for heating, cooling, and ventilation. While the available literature highlights the importance of neat, (...) clean, and green electrical energy for the decarbonization of society, a critical gap exists in such literature. That is, most of the literature under this stream deals with the supply side of electrical energy, while the demand side was neglected. To bridge this critical knowledge gap, this study investigates how the CSR engagement of a hotel organization can promote the energy-related pro-environmental behavior among the employees with the intervening effect of employees’ environmental commitment and Green intrinsic motivation. Further, the conditional indirect role of altruistic values was also tested in this study. The data were collected from different hotel employees in Pakistan with the help of a self-administered questionnaire. We tested the hypothesized relationship through structural equation modeling. The results confirmed that CSR can be a potential motivator to impact the ERPEB of employees, while EMEC and GRIM mediated this relationship significantly. The findings of this study also confirmed the conditional indirect role of altruistic values. These findings offer various theoretical and practical contributions which are conversed in detail. (shrink)

Although CSR research in China has received increasing scholarly attention, employee-centered CSR is still an understudied topic. To fill the void, the purpose of this study is to demonstrate the effects of employees’ CSR perceptions on the quality of employee-organization relationships and workplace performance, as well as the underlying mechanisms explaining such effects, in the Chinese context. Guided by both managerial and relational approaches of corporate social responsibility research, we conducted a survey with employees from a large private company in (...) the electric and energy industry in China. Data were analyzed via path analysis using R packages and results revealed that CSR perceptions can lead to positive employee-organization relationship quality and increase employees’ extra-role performance. We also found that these effects can be further explained by increased employee-organization identification or perceived corporate ability. In addition, a qualitative analysis of employees’ responses showed that the influence of government and Confucianism was reflected in employees’ expectations for their employer’s CSR initiatives. This study contributes to the scant research on employee outcomes and the underlying mechanisms of employee-centered CSR in China. Practically, we add empirical evidence addressing the value of internal CSR for professionals and educators. (shrink)

Previous corporate social responsibility studies at the employee level have focused on the influence of CSR on employees’ positive attitudes and behavior. However, little attention has been paid to the relationship between CSR and unethical behavior and the underlying mechanism. Based on social information processing theory, this study investigates how CSR affects employee cheating via employees’ organizational identification and perceived supervisor moral decoupling. Additionally, this study discusses the moderating effect of employee bottom-line mentality on these relationships. We test this two-path (...) model using a sample of MBA students in China. The results indicate that both organizational identification and perceived supervisor moral decoupling mediate the relationship between CSR and cheating, and employee bottom-line mentality moderates the effect of CSR on perceived supervisor moral decoupling. Specifically, for employees low in bottom-line mentality, CSR has a significantly negative impact on perceived supervisor moral decoupling, but the same relationship is insignificant for employees with a strong bottom-line mentality. Overall, our results uncover the relationship between CSR and employee cheating and extend the understanding of the influence of CSR on employees. (shrink)