CSR leaders road‐map

Abstract

Purpose The purpose of this paper is to outline how CSR can be effectively implemented and driven through the organisation. The emphasis of the paper is not on CSR definition but on the skills and capabilities needed by individuals and organizations to fully implement CSR application. Design/methodology/approach As a qualitative study, interview, data feedback, and participant observation were the particular methodologies adopted. Findings Three stages of CSR implementation and, within those stages, ten leadership skills and capabilities are identified. The nature of their inter‐relationship and how that impacts on application, is discussed and explored. The ten skills and capabilities form a portfolio for individual leaders to consider and indeed develop in their management of CSR. These capabilities are called forth in three logical stages from those required for early decision making to those required for full enactment of CSR, forming a clear model. This model provides a road‐map for leaders to increase their consciousness and their effectiveness in the implementation of true rather than token CSR. Research limitations/implications A limitation is the qualitative case‐based method. The learning arising from the study can be pursued and further tested through quantitative survey methods in order to provide for balanced, comparative analysis. Practical implications A road‐map to effective CSR application for leaders of organisations is offered. This road‐map can be used to guide current leaders and as a guide to developing future leaders. Originality/value Originality is high as no such model of CSR application exists. The value of the paper is to offer a research‐based practical guide to CSR implementation.

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