a. Do you believe that the leadership group of an organisation can have a significant impact on how a CSR agenda and its related activities are developed and implemented?
b. In terms of the leadership theories discussed in lectures, are the comments by Chin, Bambrick and Treviño (2013) more aligned with the behavioural theories of leadership (i.e. the notion that leaders are ‘hard-wired') than they are with contingency theories of leadership (i.e. the notion that leaders are flexible and adaptable)?
c. Is it possible to talk about superficial (unauthentic) CSR as compared to embedded (authentic) CSR? Alternatively, do organisations either have or do not have CSR? What arguments would support either of these views?
d. What role do followers (in the sense of employees) have in developing and implementing CSR broadly or specifically, with respect to particular CSR activities, within an organisation? Is it a necessary and sufficient condition for leadership to be involved in developing CSR top-down (which may result in superficial CSR), but only a necessary condition in terms of developing embedded CSR (with the sufficient condition being bottom-up involvement and engagement of employees or followers)?