Page 119 - Azerbaijan State University of Economics

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

Given the operational challenges of the industry, understanding how responsible
leaders inspire and motivate employees to engage in discretionary behavior could
provide insight into promoting OCB in high-pressure work environment. Addressing
these gaps could lead to a more nuanced understanding of OCB in the FBI and provide
actionable insights to improve organizational outcomes through improved employee
behavior.

Responsible leadership is viewed as a style where a leader acts as a connector of
relationships with stakeholders and addresses current Gaps in both theory and real-
world leadership problems (Maak & Pless, 2006; Zhao & Zhou, 2019). Responsible
leadership intentionally concentrates on accountability issues, including proper mora
l choices, building trust, and promoting sustainable growth (Behringer & Szegedi,
2016) (N. M. Pless & Maak, 2011a). Responsible leadership is also a wide-
ranging idea where workers see their organization as ethical and active in caring for
stakeholders beyond the company and the employees they. (N. Pless & Maak, 2004;
Thakur & Sharma, 2019). Despite the abundance of literature on the motivational
effects of responsible leadership on employees’ actual CSR practices (Maak & Pless,
2006; N. M. Pless & Maak, 2011b; Voegtlin, 2011), there is a lack of literature on the
impact on employees' perceptions of CSR and the ultimate impact on OCB. Therefore,
it is important to determine whether responsible leadership led to a notable perception
of CSR by workers in the FBI. Furthermore, the study of antecedents of CSR
perceptions has been relatively neglected (Gond et al., 2017), Since there are limited
research efforts focused on verdict these kinds of causes (e.g., (Panagopoulos et al.,
2016; Wu et al., 2015). As a result, there have been request to find more factors
influencing perceived CSR (e.g. (Lee et al., 2013). Based on social learning theory
(SLT) (Bandura, 1977) and stakeholder theory (Freeman, 1984), one of the goals of
this research is to address these assertions by examining responsible leadership as a
factor that influnce internal CSR perceptions and OCB.

Because they set the tone for conduct across the entire firm through the collective
behaviors of their leaders, employees are an important stakeholder group (Thakur &
Sharma, 2019). Because leaders are adept at motivating and overseeing subordinates
as well as serving as vital characters in influencing and shaping employees'
willingness to contribute in extra-role behaviors, leadership has been recognized as a
crucial factor in determining employee OCB (Ramus, 2001; Thakur & Sharma, 2019).
For example, it has been suggested and acknowledged that responsible leadership—
which calls for moral conscience toward the stakeholders both inside and outside the
organization—is one of the primary indications of employee open communication
behavior (OCB).

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