Grounded in the values congruence proposition, this study examined the interplay between leadership styles and corporate social responsibility (CSR) motives in different crisis contexts. The results of a 2 (crisis type) × 2 (leadership style) × 2 (CSR motives) between-subjects experiment showed that the congruent combination of leadership styles and CSR motives maximized the insulating effect of CSR practice but only when the crisis type was victim. In a victim crisis, utilizing intrinsic CSR motives gained greater word-of-mouth intention and purchase intention when combined with transformational leadership than with transactional leadership. In a preventable crisis, the positive effect of values congruence disappeared and even backfired. More specifically, the congruence between transactional leadership and extrinsic CSR motives amplified the negative impact of a crisis. Theoretical and practical implications are discussed.

本研究以价值观一致性命题为基础，考察了不同危机背景下领导风格与企业社会责任 (CSR) 动机之间的相互作用。2（危机类型）×2（领导风格）×2（CSR动机）被试间实验结果表明，领导风格和CSR动机的一致组合使CSR实践的绝缘效应最大化，但只有当危机类型为受害者。在受害者危机中，当与变革型领导相结合时，利用内在的 CSR 动机获得了比交易型领导更大的口碑和购买意愿。在一场可预防的危机中，价值观一致性的积极影响消失了，甚至适得其反。进一步来说，交易型领导与外部企业社会责任动机之间的一致性放大了危机的负面影响。讨论了理论和实践意义。