Published Online:March 2025
Product Name:The IUP Journal of Effective Executive
Product Type:Article
Product Code:IJEE010325
DOI:10.71329/EffectiveExecutive/2025.28.1.5-36
Author Name:Colin Coulson-Thomas
Availability:YES
Subject/Domain:Management
Download Format:PDF
Pages:5-36
Value-centric leadership and corporate social responsibility (CSR) can mean different things to different people. Much can depend upon the context in which discussion or consideration of them arises, attitudes towards them, and how they are adopted or deployed. What people, organizations and leaders do, and the consequences of their individual and collective decisions, behaviors and lifestyles, may or may not link to or reflect the values they espouse. Given the extent of negative externalities and irresponsible behavior, and their consequences, values, ethics and morality are sometimes difficult to discern in the conduct of businesses. Values associated with solvency and immediate requirements often take priority over those related to longerterm issues. Despite CSR policies and statements of values, most board decisions reflect perceived realities such as capabilities, opportunities, constraints and relative power, self and influential vested interests, and costs and benefits from the perspective of what is thought to be in the best interests of an entity and its stakeholders.
Values suggest beliefs, principles or rules that are considered to be important, desirable, preferred and/or right that should influence or determine behavior and be taken into account when decisions are made.