The Roles of Leadership Styles in Corporate Social ResponsibilityShuili Du, Valérie Swaen, Adam Lindgreen, Sankar Sen2012-05-09articleJournal of Business Ethics289 citationsclosedNo readable copy stored yet — this record is metadata only.Corporate Social Responsibility ReportingEthics in Business and EducationCorporate Social Responsibility and SustainabilityAbstractNo abstract was published for this record.Citations in this libraryStored only when both papers are in the corpus — 289 citations exist upstream.References1997Dynamic capabilities and strategic management2010Strategic management a stakeholder approach1991Exploration and Exploitation in Organizational Learning1986Self-Reports in Organizational Research: Problems and Prospects1987Leadership and Performance beyond Expectations2007The Social Responsibility of Business Is to Increase Its Profits1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts2001Corporate Social Responsibility: A Theory of the Firm PerspectiveCited by2014When corporate social responsibility ( CSR ) increases performance: exploring the role of intrinsic and extrinsic CSR attribution2020Punishment by Securities Regulators, Corporate Social Responsibility and the Cost of Debt2014Employee judgments of and behaviors toward corporate social responsibility: A multi‐study investigation of direct, cascading, and moderating effects2017Antecedents of green supplier championing and greenwashing: An empirical study on leadership and ethical incentives2022Trends in the Dynamic Evolution of Corporate Social Responsibility and Leadership: A Literature Review and Bibliometric Analysis2016Corporate social responsibility and organizational attractiveness: implications for talent management2018Reviewing corporate social responsibility communication: a legitimacy perspective2012For the Good or the Bad? Interactive Effects of Transformational Leadership with Moral and Authoritarian Leadership Behaviors