Psychological Antecedents to Socially Responsible Behavior

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Antecedents of Responsible Leader Behavior: A Research Synthesis, Conceptual Framework, and Agenda for Future Research (2014, background): “, 2010); values and beliefs (Crilly et al., 2008); cognitive processes (Green & Weber, 1997); generalized expectancies, such as locus-of-control orientation (Shapeero, Koh, & Killough, 2003); and affective states (Judge, Scott, & Ilies, 2006).”
The psychological microfoundations of corporate social responsibility: A person-centric systematic review (2017, background): “Closely related to these studies, an emerging stream suggests that emotions (in particular, moral emotions, such as guilt and shame) or affective states can drive CSR engagement for managers (Crilly et al., 2008) or executives (Stahl & Sully de Luque, 2014).”
Corporate Social Responsibility and Ethical Leadership: Investigating Their Interactive Effect on Employees’ Socially Responsible Behaviors (2017, background): “1989), according to which employees’ behaviors are determined not only by individual characteristics (Crilly et al. 2008) but also by the social context in which they work.”