CEO self-transcendent values influence top managers’ socially responsible behaviors: from a social learning perspective

Purpose This study aims to explore the impact of chief executive officers’ (CEOs) values on the socially responsible behaviors (SRBs) of top management teams. Drawing from the social learning framework, it examines the mechanisms through which CEOs’ values shape SRBs within organizational leadership. Design/methodology/approach Using the hierarchical regression model, this study assesses direct effects, while the Monte Carlo method is used to evaluate indirect effects. The analysis is based on time-lagged data collected from 122 CEOs and 287 corresponding top managers from small- and medium-sized enterprises in China. Findings The results indicate a positive correlation between CEOs’ self-transcendent values and their own SRBs (i.e. doing-good and avoiding harm behavior). This, in turn, promotes top managers’ SRBs. Originality/value By highlighting the micro-foundations of corporate social responsibility, this study enriches the understanding of SRBs enhancement in management teams. It reveals the significance of CEO self-transcendent values as a precursor to SRBs and elucidates the learning processes involved.