Page 123 - Azerbaijan State University of Economics

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

Social Learning Theory (SLT)
Social Learning Theory (SLT) explains how individuals observe and imitate
behaviors from role models in their environment, especially those in leadership
positions (Bandura, 1977). Employees learn and internalize ethical behaviors and
values by observing responsible leaders, which influences their perception of CSR
and motivates them to act in ways that benefit the organization, including through
OCB. That is, responsible leaders who demonstrate ethical and socially responsible
behavior can influence employees' perceptions of CSR. This, in turn, can lead to
employees exhibiting OCB as they internalize the socially responsible behaviors
promoted by their leaders. Employees observe responsible leadership, form positive
CSR perceptions, and are motivated to engage in OCB, which reflects a social learning
process.

Responsible leaders who demonstrate ethical behavior and commitment to CSR make
place where staffs are likely to involve in OCB by observing and mimicking those actions.
Employees perceive these leaders as socially responsible, influencing their perception of
CSR and encouraging behaviors that exceed formal job requirements (OCB).

Stakeholder Theory (ST)
Stakeholder Theory (ST) emphasizes that organizations are accountable to a wide
range of stakeholders, with staffs, the community, and the environment. Responsible
leaders who prioritize stakeholder interests tend to foster positive CSR perceptions
among employees. This, in turn, motivates employees to engage in OCB, as they feel
they are paying to a wider organizational purpose that benefits all stakeholders
(Freeman, 1984). Responsible leadership promotes CSR by addressing stakeholder
concerns, leading to employees perceiving the organization positively and engaging
in OCB. That is, by integrating Stakeholder Theory, responsible leadership is seen as
balancing the interests of multiple stakeholders through CSR initiatives. This
enhances employees' perception of the organization’s promise to CSR, which in turn
fosters OCB, as employees feel aligned with the organization’s ethical and socially
responsible mission.

Integrating SLT and Stakeholder Theory
By combining SLT and Stakeholder Theory, organizations can better understand how
the behavior of ethical leaders (and other stakeholders) influences employee actions
and corporate practices, particularly in socially responsible activities. In SLT,
behaviors are learned through social interactions. Employees learn how to behave
ethically and responsibly by observing how the organization and their leaders engage
with its stakeholders. If stakeholders demand transparency and ethical practices,
employees are more likely to adopt these behaviors.

123