Page 133 - Azerbaijan State University of Economics

THE JOURNAL OF ECONOMIC SCIENCES: THEORY AND PRACTICE, V.81, # 2, 2024, pp. 117-142

Table Summary of Results

Hypothesis Result
H1: Responsible leadership has a positive influence on employees’ Accepted
perception of CSR
H2: Employee Perception of CSR has a positive effect with OCB Accepted
H3: Responsible leadership has a positive association with OCB Accepted
H4 Employees perception of CSR mediates the connection with Accepted
responsible leadership and OCB

Managerial Implications
In the FBI, responsible leadership shows a critical role in shaping CSR perceptions,
which in turn fosters OCB among employees. Managers in this sector must focus on
integrating sustainability into leadership practices, aligning CSR with core operations,
involving employees in CSR activities, and promoting ethical sourcing and health-
conscious products. By doing so, they can create a culture where employees are
motivated to engage in voluntary behaviors that contribute to the company’s success
and social responsibility. When examined through SLT and Stakeholder Theory, the
association among responsible leadership, CSR perceptions, and OCB in the FBI
reveals several key managerial implications.

From the perspective of SLT, the study has the following managerial implications:
First, managers in the FBI must consistently model responsible behavior, including
ethical decision-making, commitment to sustainability, and social responsibility.
Their actions set the standard for employees, who will mirror these behaviors, leading
to higher engagement in CSR initiatives and OCB. Second, encouraging and
rewarding employees who actively participate in or promote CSR initiatives
reinforces the behaviors learned through observation. This further solidifies CSR as a
core value within the organization and increases OCB. Third, Managers should
provide training programs that not only focus on technical skills but also on ethical
decision-making, sustainability practices, and corporate social responsibility,
reinforcing the responsible behaviors they wish employees to emulate.

From the perspective of Stakeholder Theory, the study has the following managerial
implications: First, managers need to take a holistic approach to CSR by addressing
the needs and concerns of all stakeholders, from ethical supply chain management to
community engagement and environmental stewardship. By doing so, employees
develop positive CSR perceptions, which in turn enhances OCB. Second, managers
should regularly communicate how the company’s CSR initiatives benefit various
stakeholders, such as by reducing environmental damage or improving local
communities' livelihoods.

133