The micro-foundations of socially responsible leadership

An exploratory study among for-profit managers

Bibliographic Data

ID22428000
AuthorsUdayan Dhar (0000-0001-6039-3713, Bucknell University), Melissa Intindola (0000-0003-1858-7295, Bucknell University)
Year2026
Volume22
Issue7
Pages1589-1603
Publication date2026-06-22
Peer ReviewedYes
Open AccessNo
TypeARTICLE
VenueSocial Responsibility Journal (JOURNAL)
Journal identifiersISSN: 1747-1117 • E-ISSN: 1758-857X
PublisherEmerald (PUBLISHER)
DOI10.1108/srj-02-2025-0151
OpenAlexW7135093992
LanguageEN
Citations received1
References cited46

Purpose The purpose of this study is to understand how managers in for-profit organizations frame and develop their social responsibility in their leadership roles, particularly in relation to societal grand challenges (GCs). Design/methodology/approach Taking a life- and career-span developmental perspective, in-depth semi-structured interviews with 21 for-profit managers at various stages of their careers were used to generate narratives of responsible leadership (RL) development. Findings Business leaders tend to frame their RL in strategist mindset terms. There is evidence of psychological distance from issues of social responsibility in general and the GCs in particular. This was related to a compartmentalized sense of self, which itself developed through organizational socialization. Originality/value This study extends our understanding of the micro-foundations of RL by clarifying a potential link between a compartmentalized or integrated sense of self and the leader’s psychological distance from the GCs.

Corporate social responsibility · Exploratory research · Mindset · Social responsibility · Strategist · Corporate Social Responsibility Reporting · Ethics in Business and Education · Workplace Spirituality and Leadership

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