Purpose

This study aims to explore how some organizational leaders are making successful attempts toward making “social contributions” toward the underprivileged or needy stakeholders in the society. This study suggests empirical themes about behavioral patterns of such organizational leaders and illustrates the need to transcend erstwhile “avoid harm” socially responsible leadership.

Design/methodology/approach

Data were collected on 52 Indian organizational leaders and were analyzed following the guidelines of constructionist grounded theory.

Findings

Findings suggested that organizational leaders who facilitated some form of social contributions in the life of different stakeholders had “unconditional adherence to social contributions,” they were “pertinacious about going the extra mile” to facilitate social contributions and at times their “existence as an enthusiastically innovative change agent” also facilitated social contributions to the lives of different stakeholders.

Social implications

This study might initiate discussion around the behavioral patterns of organizational leaders who are attempting to make society a better place by leading or facilitating social contributions. Identified exemplary behavioral patterns might encourage more exploratory studies directed toward the identification of other forms of socially contributive leadership attributes.

Originality/value

Emphasis on investigating corporate social responsibility (CSR) from individual-level perspective advocated the importance of the psychological foundation of CSR. This study empirically identifies behavioral patterns that characterize organizational leaders who had a strong commitment to make social contributions to society. Patterns identified corresponded to cognitive and behavioral approaches of organizational leaders that were instrumental in actualizing social contributions to the Indian society.

中文翻译：

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社会贡献的基础：概念化印度社会贡献领导者的行为模式

目的

本研究旨在探讨一些组织领导者如何成功尝试为社会中的弱势或有需要的利益相关者做出“社会贡献”。这项研究提出了有关此类组织领导者行为模式的经验主题，并说明了超越过去“避免伤害”的社会责任领导的必要性。

设计/方法/方法

收集了 52 位印度组织领导人的数据，并按照建构主义扎根理论的指导方针进行了分析。

发现

研究结果表明，在不同利益相关者的生活中促进某种形式的社会贡献的组织领导者“无条件地坚持社会贡献”，他们“坚持不懈地加倍努力”以促进社会贡献，有时他们“以热情的方式存在”创新变革推动者”也促进了对不同利益相关者生活的社会贡献。

社会影响

这项研究可能会围绕组织领导者的行为模式展开讨论，这些领导者试图通过领导或促进社会贡献来使社会变得更美好。确定的示范性行为模式可能会鼓励更多的探索性研究，以识别其他形式的社会贡献型领导属性。

原创性/价值

强调从个人层面考察企业社会责任（CSR），倡导企业社会责任心理基础的重要性。本研究通过经验确定了具有强烈承诺为社会做出社会贡献的组织领导者的行为模式。确定的模式对应于组织领导者的认知和行为方法，这些方法有助于实现对印度社会的社会贡献。