Hamdani, Abdi; Sule, E nie Tisnawa i; Soema yani, Imas; Yuniza
A icle
Co po a e social esponsibili y as esponsible leade ship
media o o o ganiza ional ci izenship beha io
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Hamdani, Abdi; Sule, E nie Tisnawa i; Soema yani, Imas; Yuniza (2024) :
Co po a e social esponsibili y as esponsible leade ship media o o o ganiza ional ci izenship
beha io , Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis, Abingdon, Vol. 11, Iss.
1, pp. 1-13,
h ps://doi.o g/10.1080/23311975.2024.2336268
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/326201
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Cogen Business & Managemen
ISSN: 2331-1975 (Online) Jou nal homepage: www. and online.com/jou nals/oabm20
Co po a e social esponsibili y as esponsible
leade ship media o o o ganiza ional ci izenship
beha io
Abdi Hamdani, E nie Tisnawa i Sule, Imas Soema yani & Yuniza
To ci e his a icle: Abdi Hamdani, E nie Tisnawa i Sule, Imas Soema yani & Yuniza
(2024) Co po a e social esponsibili y as esponsible leade ship media o o
o ganiza ional ci izenship beha io , Cogen Business & Managemen , 11:1, 2336268, DOI:
10.1080/23311975.2024.2336268
To link o his a icle: h ps://doi.o g/10.1080/23311975.2024.2336268
© 2024 The Au ho (s). Published by In o ma
UK Limi ed, ading as Taylo & F ancis
G oup
Published online: 18 Ap 2024.
Submi you a icle o his jou nal
A icle iews: 2668
View ela ed a icles
View C ossma k da a
Ci ing a icles: 1 View ci ing a icles
Full Te ms & Condi ions o access and use can be ound a
h ps://www. and online.com/ac ion/jou nalIn o ma ion?jou nalCode=oabm20
ManageMen | ReseaRch aR icle
Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2336268
Co po a e social esponsibili y as esponsible leade ship media o
o o ganiza ional ci izenship beha io
abdi hamdani, e nie isnawa i sule, imas soema yani and Yuniza
Depa men o Managemen , Facul y economy and Business, Padjaja an uni e si y, Bandung, indonesia
ABSTRACT
co po a e social esponsibili y (csR) se es as a company s a egy o ul ill e hical
esponsibili ies in business. howe e , csR equi es concep ual suppo o ope a ionalize
his s a egy a he indi idual le el. his s udy aims o analyze he media ing ole o
csR in he e ec o esponsible leade ship on o ganiza ional ci izenship beha io . he
esea ch me hod used in his s udy was an explana o y su ey. a ques ionnai e was
dis ibu ed o 230 andomly ec ui ed esponden s om he ou la ges cemen
companies in indonesia (196 men and 34 women). he da a we e analyzed using seM
a iance wi h pa ial leas squa es (Pls-seM) echnique. he esul s showed ha
esponsible leade ship a ec ed o ganiza ional ci izenship beha io di ec ly and
indi ec ly. in his ega d, csR should be o ganized based on e hical conside a ions o
main ain balance among s akeholde s. conclusion: csR as a s a egy o achie e a
balance be ween media e some o he in luence o esponsible leade ship on
o ganiza ional ci izenship beha io . heo e ical implica ions: he need o de elop csR
concep s based on s akeholde heo y pe spec i es o main ain he balance o in e es s
o he company’s s akeholde s. P ac ical implica ions: csR implemen a ion aims o
s eng hen he in e nal s uc u e in e ms o s a ing which ul ima ely s eng hens he
o ganiza ional s uc u e o ealize o ganiza ional ci izenship beha io .
1. In oduc ion
Unde s anding o business p ac ices o ien ed owa d e hics can be de eloped based on he concep o
csR ( ong uan, 2012). Bu , co po a e social esponsibili y (csR) has long been con o e sial among
business people and academics (Bane jee, 2008; May e al., 2007; sahoo e al., 2011). he classical eco-
nomic heo y asse s ha businesses a e esponsible o p oducing goods and se ices o maximize
sha eholde s’ heal h and p o i maximiza ion as he goal o a co po a ion (ahluwalia, 2022). i is belie ed
ha en e p ises a e no esponsible o sol ing social, poli ical and en i onmen al p oblems. ca oll and
B own (2018) i is a gued ha one o csR’s s onges opponen s is he enowned economis Mil on
F iedman, who posi ed ha social issues a e no he conce n o business ac o s bu should be add essed
by ee ma ke mechanisms. e en hough he companies a e conside ed accoun able o p oblems a is-
ing om hei business ac i i ies, mainly social and en i onmen al issues ( ang & Zhou, 2012) including
cemen companies as men ioned (Du as an i & Mo e i, 2020; habe e al., 2020).
e o s a e con inuously made by companies o educe en i onmen al impac s (ahmad e al., 2021;
Mohamadi & Khaleghi Mohammadi, 2023) including op imizing s a egies using csR. csR se es as a
s a egy di ec ing co po a e ac i i ies owa d p o i goals as well as e hical esponsibili y owa d he
en i onmen (ha ison e al., 2020). csR i sel needs o be unde s ood based on i s e olu ion (ca oll,
2021; Khuong e al., 2021). cu en ly, csR is known o ha e in e nal and ex e nal ypology based on i s
o ien a ion. in e nal csR is he company’s social esponsibili y ac ions owa d ‘employees’, while ex e nal
csR is csR ac i i ies o ien ed owa d ‘socie y’ and ‘ he en i onmen ’ (Bol on, 2020; cha zopoulou e al.,
2022; Onkila & sa na, 2022).
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT abdi Hamdani [email p o ec ed]om Depa men o Managemen , Facul y economy and Business, Padjaja an uni e si y,
Jalan Dipa i uku no. 46, Bandung 40132, indonesia
h ps://doi.o g/10.1080/23311975.2024.2336268
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 9 ap il 2022
Re ised 1 Ma ch 2024
accep ed 25 Ma ch 2024
SUBJECTS
co po a e go e nance;
co po a e social
Responsibili y & Business
e hics; human Resou ce
Managemen ; leade ship
KEYWORDS
co po a e social
esponsibili y;
o ganiza ional ci izenship
beha io ; esponsible
leade ship; s akeholde s;
e hical esponsibili ies
REVIEWING EDITOR
hui en (helen) cai,
Middlesex Uni e si y
Business school, Uni ed
Kingdom
2 a. haMDani e al.
s udies on ex e nal csR ha e a long his o y, whe eas s udies on in e nal csR wi h an employee o i-
en a ion ha e eme ged only in ecen yea s (agga wal & singh, 2023).
s udies on ex e nal csR ha e a long his o y, while esea ch on in e nal csR ocusing on employees
has only eme ged in ecen yea s. s udying csR om an employee pe spec i e needs o be bail an eced-
en and ou come om csR. employees play i al oles in he company, and csR needs o pay a en ion
o employees as s akeholde s o he company (Onkila & sa na, 2022). cu en li e a u e on he ela ion-
ship be ween employees and csR is less comp ehensi e. Olanipekun e al. (2021) a gues ha he inc ease
in csR u ns ou o inc ease he complexi y o i s epo ing sys em, making csR p ac ically di icul o
ace. employees’ and he company’s adequa e concep ual and p ac ical unde s anding o csR is neces-
sa y o unde s and he ole o csR (Ramdhan, 2022).
empi ically, in e nal csR p ac ices in companies, pa icula ly in s a e-owned en e p ises, emain con-
sis en wi h he s udy conduc ed by Ramdhan (2022) in indonesia. companies ha e no ye de eloped
a s a egic o ien a ion owa d in e nal csR. hey a e mo e ocused on ex e nal csR, such as a ious
socie al segmen s and business sec o s, as indica ed by he s udy conduc ed by i awan e al. (2022).
Rinawiyan i e al. (2023) ha e p o ided insigh s in o in e nal csR, al hough i was no speci ically dis-
cussed in hei s udy. ex e nal csR has become a manda o y p ac ice in s a e-owned companies in
indonesia. howe e , he e has been limi ed esea ch speci ically on in e nal csR, including i s in luencing
ac o s and impac s, pa icula ly in cemen companies in indonesia.
P e ious s udies epo ha csR d i es o ganiza ional ci izenship beha io (OcB) (newman e al.,
2015). in e nal and ex e nal csRs a e known o, di ec ly and indi ec ly, a ec s employees’ OcB (Kunda
e al., 2019). OcB is known o play a pi o al ole in de e mining o ganiza ional pe o mance and sus ain-
abili y ( akeuchi e al., 2015). hazzi (2018) iews ha OcB is mainly aimed o p omo e indi iduals and
o ganiza ional well-being, ins ead o an obliga o y, emo ionally-exp essi e beha io aiming a gaining
ewa d. OcB is i al o o ganiza ions o h i e while, a he same ime, isky o indi iduals who a e likely
o c i ically oice hei hough (Fische e al., 2019). csR is epo ed o play media ing ole in a compa-
ny’s pe o mance (Kim & hapa, 2018). in ano he s udy, csR is ound o be he p edic o o employees’
OcB h ough he media ing ole o leade ship (gao & he, 2017). Meanwhile, ano he s udy sugges s ha
leade ship mode a es he e ec o csR on employee beha io (De Roeck & Fa ooq, 2018).
in gene al, he csR unc ion i sel equi es suppo om o he ac o s, including leade ship. leade ship
plays a i al ole in he implemen a ion o csR (lam & Kha e, 2010; P abhaka e al., 2016; Ramdhan
e al., 2021). csR has been long iewed as he mani es a ion o leade s’ social awa eness. leade ship is
epo ed o a ec OcB h ough csR and o ganiza ional us ( ou igny e al., 2019). in ano he s udy,
esponsible leade ship is epo ed o mode a e csR (Ja ed e al., 2019). Re e ing o lópez-concepción
e al. (2022), leade ship ha always conside s csR based on b oad conside a ions (co po a e s akehold-
e s) ends o cause con o e sy. he exis ing li e a u e s ill indica es an inconsis ency ega ding he ole
and posi ion o leade ship in csR.
Fu he inqui ies a e necessa y o see employees’ pe spec i es on how csR a ec s OcB, including i s
ela ionship wi h leade ship o ob ain a con ex -app op ia e unde s anding. he e is a missing link
be ween csR and OcB (Malik e al., 2021). an inconsis ency ega ding he csR-OcB ela ionship was also
no iced in p e ious s udies (Fu e al., 2014; Youn & Kim, 2022). Vel e (2022) adds ha he e ogenei y in
csR p ac ices and s udies has esul ed in di e se consequences be ween one csR and ano he . in his
ega d, analyzing he media ing ole o csR is necessa y o ex end ou exis ing knowledge o his opic
and imp o e he p ac ices o csR.
he con ibu ion o his esea ch is o elucida e he concep o csR o ill he gap ega ding he
impac o csR on employees and o demons a e he ole o leade ship in csR. he esea che de elops
he csR concep based on ca oll and B own (2018) in connec ion wi h ci izenship beha io h ough he
lens o s akeholde heo y. s akeholde heo y acknowledges he obliga ions and esponsibili ies o com-
panies owa d a ious s akeholde g oups (F eeman & Dmy iye , 2017; s. Kim, 2023; sweeney & coughlan,
2008). howe e , s akeholde heo y is inhe en ly ‘con o e sial’ and o da e has no eached a consensus
on how o why companies conside s akeholde s’ in e es s. he esea ch indings se e as a amewo k
o companies o p io i ize based on he in e es s o sus ainable s akeholde s. in he p esen s udy, csR
was sc u inized as he media ing a iable be ween esponsible leade ship and OcB. o be mo e speci ic,
he p esen s udy aims o analyze he media ing ole o csR in he e ec o esponsible leade ship on
cOgen BUsiness & ManageMen 3
OcB. hus, he p esen s udy is expec ed o un a el he complex media ing ole o csR and con i ms he
impo ance o employees in he implemen a ion o csR p og ams.
2. Li e a u e e iew and hypo heses
2.1. Responsible leade ship
Responsible leade ship is based on an ideal e hical discou se and is unde s ood as a con inuum om a
leade who ac s a ionally ins umen al-s a egically o an ou s anding esponsible leade (Waldman &
gal in, 2008). Maak e al. (2016) see esponsible leade ship as he a and skills ha build and main ain
ela ionships wi h s akeholde s inside o ou side he o ganiza ion esponsible leade ship is cons uc ed
mainly by e hics and mo ali y (luu, 2023). leade ship as he na u al g ow h o people who come oge he
o achie e g oup goals. Responsible leade s b oadly weigh he consequences o decisions and use hei
in luence o include s akeholde s in he decision-making p ocess and o sol e mo ally complex si ua ions
in consensus among all a ec ed pa ies. he main di e ence be ween esponsible leade ship and ano he
o m o leade ship lies in i s ocus on socie y and he en i onmen and sus ainable alue c ea ion (han
e al., 2019; U Rehman e al., 2023). De Kle k and swa (2023) asse wo c ucial componen s in Rl
‘a oiding ha m’, which e e s o compliance wi h egula o y equi emen s and ‘doing good’, which in ol es
ac i i ies beyond hose manda ed by he law. cons uc ion in his esea ch e e s o Waldman e al.
(2020) ha he gene al de ini ion o Rl is he execu i e o ien a ion o mindse o mee he needs o
co po a e s akeholde s. h ee key Rl concep s a e a he execu i e le el and a e indi idual-o ien ed,
ela ed o csR, Rl o ien a ion eme ges in a ious o ms such as adi ional economic o ien a ion, ideal-
is ic, oppo uni y-seeking/s a egic and in eg a o . Rl ma ks a shi om adi ional leade - ollowe in e -
ac ions o a mo e inclusi e leade -s akeholde in e ac ion model (Wang e al., 2023).
2.2. Co po a e social esponsibili y
he p oposed a ai ly well-known de ini ion o csR as an agg ega ion o co po a e obliga ions expec ed
by he whole communi y (ca oll, 1979; l. Zhao e al., 2022). elking on (1998) saw ha he concep o
mode n csR is based on so-called he iple bo om line p inciple, namely he balanced ela ionship
be ween p o i , people and he plane . Ko le and nancy de ine i as he company’s commi men o he
communi y’s wel a e imp o emen . e o s o ealize o ganiza ional non-p o i goals o he han p o i a e
posi i e changes in socie y h ough policy ac ions and ac ions di ec ed by pa ies ou side he o ganiza ion
(hansen e al., 2015). csR is olun a ily in na u e and beyond a business en i y’s (amin-chaudh y, 2016).
ca oll and B own (2018) p opose he concep o csR ela ed o business e hics, s akeholde managemen ,
sus ainabili y, co po a e ci izenship beha io , sha ed alue c ea ion and business-conscious capi alism
d i en by social goals. a company should be seen as an e hically and legally accoun able en i y (Manzoo
e al., 2019). in e nal csR is ela ed o csR bene icia ies who a e di ec ly ela ed o he company (eg
employees and owne s), while ex e nal is ela ed o he company’s ex e nals, including cus ome s, suppli-
e s and he go e nmen , among o he s (Bol on, 2020; Ranjan & Dash, 2024). as an e hically and legally
accoun able en i y, companies should ake ca e o hei employees Ramdhan (2022) s a es ha as an
accoun able condi ion o he company bo h e hically and legally o ca y ou he ask o aking ca e o
i s employees, en i onmen and he communi y o ensu e i s sus ainabili y. csR is a s a egic decision ha
may ake he o m o communi y de elopmen , cha i y, o philan h opy. howe e , li and chen emind us
ha csR in ol es a mo e complex beha io al p ocess han jus ac ions by he company ac oss a ious
dimensions o i s social esponsibili y (a hanasiadou e al., 2024).
2.3. O ganiza ional ci izenship beha io
O ganiza ional ci izenship beha io (OcB) e e s o a disc e iona y beha io ha socially and psycholog-
ically main ains and imp o es one’s ask pe o mance (O gan, 1997). his de ini ion o OcB is widely used
in many ecen s udies (ge po e al., 2019; gha i ek & adewale, 2019; agliabue e al., 2020). OcB
4 a. haMDani e al.
comes om al uis ic mo i a ion and de elops in a speci ic con ex (Fische e al., 2019). hazzi (2018)
added he concep o o ganiza ional ci izenship beha io based on mo al and disposi ional ac o s
O ganiza ional ci izenship beha io e e s o a se ies o in e ac ions demons a ing mu ual us , loyal y
and commi men s (Khan e al., 2019). indi idual olun a y beha io , which is no di ec ly o explici ly
acknowledged by he o mal ewa d sys em, and o e all suppo s he e icien ope a ion o he o gani-
za ion (a hanasiadou e al., 2024).
2.4. The e ec o esponsible leade ship on CSR
he leade ship de e mines e e y ac i i y o he company including di ec ing i o implemen e hical
esponsibili y and awa eness. Responsible leade ship is likely o p omo e he ealiza ion o e hical ini ia-
i es in csR p og ams (Waldman e al., 2020). Responsible leade ship is ound o p omo e csR (golja,
2019; Maak e al., 2016; Manzoo e al., 2019; Ramdhan, 2022; Voeg lin e al., 2012). leade s a e aced
wi h o ganiza ional legi imacy, di e en demands om he e ogeneous s akeholde s om inside and ou -
side he o ganiza ion, inc easingly complex decisions (including mo al dilemmas) and accep able solu-
ions o all pa ies. csR ep esen s how esponsible leade ship is o ien ed o imp o emen . leade ship
seeks o d i e change in o ganiza ional alues and mobilize subo dina es o he social good. Responsible
leade ship combines leade ship s yle and social esponsibili y by conside ing he in e es s o a ious
s akeholde s (including employees) and seeks o in eg a e economic, social and ecological bene i s (han
e al., 2019). he p e ious s udy conduc ed by a hanasiadou e al. (2024) and liu e al. (2021) also epo
he e ec o esponsible leade ship on csR. Responsible leade ship pays a en ion o e hical issues,
builds ela ionships wi h s akeholde s and se s long- e m goals he e o e, i is expec ed ha H1:
Responsible leade ship in luences CSR
2.5. The di ec e ec o esponsible leade ship on OCB
leade s-subo dina es in e ac ion appea s o encou age he subo dina es’ beha io al change. a leade is
a ole model and a mo i a o o employees. he leade - ollowe in e ac ion in luence he employees’
iew o he leade ship posi i ely (sikand & saxena, 2022). Responsible leade ship is ound o di ec ly
a ec OcB (h. Zhao & Zhou, 2019). O ganiza ional ci izenship beha io equi es employees’ highe cog-
ni i e esou ces and con ol ega ding he isk o hei ac ions. in e ac ion wi h he leade and he lead-
e ’s a en ion o subo dina es becomes a s ong impulse o cowo ke s o issue disc e ion. han e al.
(2019) con i med ha he in luence occu ed based on he in e ac ion bo h o hem. Based on he
desc ip ion abo e, i is hypo hesized ha H2: Responsible leade ship in luences OCB.
2.6. The media ing ole o CSR in he e ec o esponsible leade ship on OCB
a leade can p omo e employees’ OcB di ec ly o indi ec ly h ough csR. he leade ship is esponsible
o in luencing he implemen a ion o csR (Maak e al., 2016; Voeg lin e al., 2012; Wang e al., 2023).
P e ious s udies ha e epo ed ha csR a ec s OcB (De Roeck & Fa ooq, 2018; newman e al., 2015).
csR may imp o e employees’ p ide and no ma i e iden i y and e en ually igge s hem o ac (Youn &
Kim, 2022). he e a e alue a ibu es such as ai ness in csR iden i ied by employees ha encou age
hem o demons a e OcB. he e is a pe cep ion o ai ness and suppo o wo kload ha enables
employees o educe ac ions ha a e inconsis en wi h o ganiza ional demands (Ranjan & Dash, 2024).
leade s ep esen e hical o ien a ion h ough csR as a o m o esponsibili y o employees. employees
pe cei ing leade s’ ca e and unde s anding a e likely o exhibi beha io s expec ed by hei leade s in
e u n. csR may media e he e ec o leade ship on employees’ beha io (Manzoo e al., 2019; Ramdhan,
2022). golja (2019) emphasized ha leade ship b ings changes a he pe sonal le el ela ed o he in e -
nal en i onmen (employees) h ough csR ac i i ies. Zhao and Zhou (2019) demons a e a esponsible
leade ship ole owa d OcB ein o ced by csR. csR and i s social in e ac ions wi h leade s help employ-
ees de elop no ma i e de ini ions ha se e as guidelines o hei beha io based on jus ice el by
employees. csR and esponsible leade ship d i e changes in posi i e employee beha io . csR se es as
one o he ele an media ing pa hways o leade s o shape OcB (sikand & saxena, 2022). Responsible
cOgen BUsiness & ManageMen 5
leade ship in luences OcB whe e csR is used as a media o o demons a e e hical beha io and social
esponsibili y. hus, i is p oposed ha H3: CSR media es he in luence o esponsible leade ship on OCB
he p oposed model in his s udy is as ollows (see Figu e 1).
3. Me hod
3.1. Resea ch me hod
his explana o y su ey s udy in ol ed 230 employees om ou indonesian cemen companies (ie
semen iga Roda, semen Ba u aja, solusi Bangun indonesia and semen g esik).
3.2. Sampel and p ocedu e
sample selec ion used inclusion c i e ia, namely employees willing o pa icipa e as esponden s who
ha e wo ked o a minimum o h ee yea s in he company and a e no wi hin six mon hs o e i emen .
he sampling echnique employed p opo ional clus e andom sampling. he esponden s we e ec ui ed
p opo ionally ac oss companies. all esponden s in his s udy had a leas h ee-yea s o expe ience.
he su ey esul s indica e ha mos o he esponden s we e males (85.2%, n = 196), wi h only 34 emale
esponden s (14.8%). Mos o hem held bachelo ’s deg ee (54%, n = 125), while 28.3% o hem was oca-
ional high school g adua es (n = 65), and only 17.4% o hem held mas e ’s deg ee (n = 40). he esponden s
we e di ided in o six ca ego ies based on hei enu e: 3–5 yea s (6.9%, n = 16), 5–10 yea s (26.5%, n = 61),
10–15 yea s (17%, n = 39), 15–20 yea s (15.7%, n = 36), 20–25 yea s (19.1%, n = 44) and 25 yea s (14.8%, n = 34).
he esea ch began a e ecei ing o icial pe mission om he au ho i ies o 4 companies, (ie semen
iga Roda, semen Ba u aja, solusi Bangun indonesia and semen g esik). o app oach he a ge sample,
he na u e and pu pose o he esea ch we e discussed. a e ob aining pe mission om highe au ho -
i ies, esea che s collec ed he da a om ou companies online o wo weeks. he company’s hR man-
age s we e in ol ed o alida e he esponden s’ cha ac e is ics.
3.3. Measu emen
Responsible leade ship was measu ed using i e s a emen s designed by Voeg lin e al. (2012). One o he
s a emen s eads ‘My leade shows awa eness o ele an s akeholde claims’. csR was measu ed based on
Manzoo e al. (2019) p oposed indica o s, including he company’s comp ehensi e e hic code, sponso ship
o local o ganiza ions and school e en s and p io i y on en i onmen - ela ed e en s. O ganiza ional ci izen-
ship beha io was measu ed based on he concep p oposed in Podsako e al. (2000) and singh and
singh (2018) s udy, consis ing o i e, six and h ee s a emen s measu ing al uism, conscien iousness and
ci ic i ue, espec i ely. he sel - epo ed scale u ilized a 5 sel - epo measu emen scale wi h a scale o
i e-poin like scale, anging be ween 5 (s ongly ag ee) and 1 (s ongly disag ee). he da a om 230
ques ionnai e esponses we e analyzed using seM-Pls. seM Pls is mo e lexible in handling complex mod-
els and da a ha do no mee no mali y assump ions. he e is an op ion o use boo s apping echniques
o p o ide con idence in e al es ima es and add ess po en ial dis ibu ional assump ions iola ions.
4. Resul
his sec ion p esen s he desc ip i e s a is ics, - es and pa ial leas squa es (Pls) o depic he ela ion-
ships among he a iables being in es iga ed. he eliabili y o he ins umen s in his s udy was es ed
using c onbach’s alpha.
Figu e 1. P oposed model.
6 a. haMDani e al.
as displayed in able 1, OcB, esponsible leade ship and csR exhibi ed accep able alpha eliabili y
alues o scale and subscale. he ou e model in seM is pa o he model ha desc ibes he ela ion-
ship be ween la en a iables and hei indica o s. he ou e model is known as he measu emen model.
his model e eals equa ions ha ha e a connec ion be ween la en a iables and indica o s. he i s
s ep in assessing e lec i e measu emen models in ol es checking he indica o s’ weigh . loading ac-
o s highe han 0.70 a e ecommended, as hey indica e ha he cons uc explains mo e han 50% o
he indica o a iance, hus p o iding accep able eliabili y o he i em.
Based on able 2, he esul o he s udy indica es ha each loading ac o was accep able o accoun
o he la en a iable. Responsible leade ship has i e i ems wi h a ac o loading be ween 0.71 and
0.81, csR has six een i ems wi h a ac o loading be ween 0.82 and 0.87, while OcB has 13 i ems wi h
a ac o loading be ween 0.72 and.0. 83. Rega ding he in e nal consis ency eliabili y, composi e eliabil-
i y was applied (Jö eskog, 1988). highe alues usually indica e highe eliabili y, ye he alue o 0.95
and highe a e p oblema ic as hey indica e edundancy, he eby educing he alidi y o he cons uc
(Diaman opoulos e al., 2012; D ole & Mo ison, 2001). each a iable was gene ally accep ed and no
issue o cons uc alidi y was no iced. he es esul s o in e nal consis ency using composi e eliabili y
and aVe a e p esen ed in able 3.
Table 1. alpha eliabili y (n = 230).
Va iable C onbach’s alpha
Responsible leade ship 0.835
CsR 0.971
o ganiza ional ci izenship beha io 0.951
Sou ce: esea che p ocessed da a.
Table 2. ou side loading esul s (n = 230).
Va iable Code Loading ac o - es
Responsible leade ship RL1 0.71 15.6
RL2 0.81 22.3
RL3 0.77 22.4
RL4 0.77 17.7
RL5 0.81 21.9
CsR CsR1 0.83 18.1
CsR2 0.83 17.7
CsR3 0.83 19.7
CsR4 0.82 20.1
CsR5 0.87 31.4
CsR6 0.85 27.2
CsR7 0.82 21.7
CsR8 0.87 26.5
CsR9 0.83 20.0
CsR10 0.82 22.6
CsR11 0.85 25.4
CsR12 0.83 21.2
CsR13 0.83 21.7
CsR14 0.86 22.3
CsR15 0.82 21.9
CsR 16 0.78 19.0
oCB oCB1 0.83 24.5
oCB2 0.83 21.7
oCB3 0.81 23.4
oCB4 0.81 24.2
oCB5 0.81 24.7
oCB6 0.73 14.1
oCB7 0.72 13.1
oCB8 0.77 15.7
oCB9 0.77 19.3
oCB10 0.79 19.1
oCB11 0.80 24.3
oCB12 0.8 18.2
oCB13 0.81 24.3
Sou ce: esea che p ocessed da a.
cOgen BUsiness & ManageMen 7
as displayed in able 3, he composi e eliabili y o esponsible leade ship, csR and OcB we e highe
han 0.70. his indica es ha each a iable mee s composi e eliabili y equi emen s. con e gen alidi y
is he ex en o which cons uc s con e ge o explain he a iance o hei i ems. he me ic used o
e alua e he con e gen alidi y o cons uc s is he a e age ex ac ed a iance (aVe) o i ems on each
cons uc . he accep able aVe is 0.50 o highe , indica ing ha he cons uc explains a leas 50% o he
i em a iance (hai e al., 2019). in his s udy, esponsible leade ship, csR and OcB exhibi good disc im-
inan eliabili y, as hei aVe sco es we e highe han 0.5. he alue o all he oo s o he aVe
(Fo nell-la cke c i e ion) o each cons uc is mo e signi ican han i s co ela ion wi h o he a iables as
in he ollowing able 4.
he nex s ep is o es he he e o ai e-mononi a e a io (h M ), he a e age alue o he co ela ion
o i ems ac oss cons uc ions ela i e o he a e age (geome ic) co ela ion o i ems measu ing he
same cons uc . he h eshold alue o dis ic cons uc ion (as his s udy sugges s) is 0.85, highe han
which indica es ha disc iminan alidi y does no exis (hensele e al., 2015). able 5 shows ha all
h M esul s a e lowe han 0.85. hus, i is e y di e en .
his means ha he e is adequa e disc iminan alidi y. he cons uc s in he model a e
su icien ly di e en om each o he . each obse ed a iable can dis inguish i s espec i e la en
a iable cons uc .
4.1. The di ec e ec
he es esul s show ha h M < 0.9, indica ing ha all cons uc s ha e been alid o disc imi-
nan alidi y based on h M calcula ions. he esul s o he hypo hesis es s a e displayed in
able 6.
Models on Pls a e e alua ed wi h a alue o -s a is ical signi icance on each pa h. he esul s
o able 6 desc ibe he ela ionship be ween esponsible leade ship, csR and OcB. he es esul s
showed a signi ican in luence o esponsible leade ship wi h csR wi h a pa hway coe icien (0.732).
-s a is ics: - able 13.99 > 1.960 and p alue.000. i can be concluded ha esponsible leade ship
has a signi ican e ec on csR. Responsible leade ship has no signi ican in luence on he OcB wi h
a pa h coe icien (0.273). -s a is ics: - able 1.95 < 1.960 and p alue.052. csR has a signi ican
in luence on OcB wi h a pa h coe icien alue (0.317). -s a is ic: - able 2.048 > 1.960 and
p alue.041.
Table 3. Composi e eliabili y and aVe alues (n = 230).
Va iable Composi e eliabili y aVe
Responsible leade ship 0.91 0.60
CsR 0.89 0.69
oCB 0.87 0.63
Sou ce: esea che p ocessed da a.
Table 4. Fo nell-La cke c i e ion.
La en a iables Responsible leade ship CsR oCB
Responsible leade ship 0.83
CsR 0.73 0.76
oCB 0.52 0.51 0.79
Sou ce: esea che p ocessed da a.
Table 5. H M assessmen esul s (n = 230).
La en a iables Responsible leade ship CsR oCB
Responsible leade ship –
CsR 0.80 –
oCB 0.55 0.53 –
Sou ce: esea che p ocessed da a.
