This article examines the links between responsible leadership and corporate social responsibility (CSR) in one country, the Grand Duchy of Luxembourg, a linguistically and culturally specific country, and how they are perceived to be enacted or not. The purpose of this study is to combine Hofstede’s cross-cultural research with a research on responsible leadership and CSR in Luxembourg, in order to determine if there are any particularities that apply only in the country. In this qualitative study from Spring/Summer 2017, 64 semi-structured interviews were conducted mainly in four culturally different categories. This study is combined with the results of a 2016 study “What is responsible leadership in Luxembourg.” Findings indicate that language is used as a key identifier, affecting CSR outcomes, and point to high uncertainty avoidance levels in Luxembourg as a possible reason for lack of change and innovation. Finally, the article discusses the various implications of the findings.
AvolioB. J.GardnerW. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(1), 315–338. doi:10.1016/j.leaqua.2005.03.001.
2.
BertelsS.Howard-GrenvilleS.PekS. (2016). Cultural molding, shielding, and shoring at Oilco: The role of culture in the integration of routines. Organization Science. Retrieved from http://dx.doi.org/10.1287/orsc.2016.1052
3.
BodeC.SinghJ.RoganM. (2015). Corporate social initiatives and employee retention. Organization Science. Retrieved from http://dx.doi.org/10.1287/orsc.2015.1006
4.
Central Intelligence Agency. The world factbook. Retrieved from https://www.cia.gov/library/publications/the-world-factbook/geos/lu.html
5.
DuS.SwaenV.LindgreenA.SenS. (2013). The roles of leadership styles in corporate social responsibility. Journal of Business Ethics, 114(1), 155–169.
6.
European Commission. (2011). A renewed EU Strategy 2011–2014 for corporate social responsibility. Retrieved from https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52011DC0681
7.
FeldmannF. (2016). Factors of success and failure for international retailers in Poland. Journal of Management and Business Administration Central Europe, 24(3), 2–22. doi:10.7206/jmba.ce.2450-7814.173.
8.
FreemanR. E.AusterE. R. (2011). Values, authenticity, and responsible leadership. Journal of Business Ethics, 98(Supplement 1), 15–23. doi:10.1007/s10551-011-1022-7.
9.
GreenleafR. K. (1977). Servant leadership. New York, NY: Paulist Press.
10.
HofstedeG. (2001). Culture’s consequences: Comparing values, behaviours, institutions and organizations across nations(2nd ed.). Thousand Oaks, CA: SAGE Publications.
11.
HofstedeG.HofstedeG. J.MinkovM. (2010). Cultures and organizations: Software of the mind: Intercultural cooperation and its importance for survival(3rd ed.). New York, NY: McGraw-Hill.
12.
KraemerJ.-P. (1995). Une école plurilingue dans un pays multicultural. In DondelingerG.WenglerA. (Eds.), Plurilinguisme & Identité Culturelle. Actes Des Assises Européennes Pour Une Education Plurilingue (Luxembourg, 3-6 Novembre 1993). Louvain-la-Neuve: Peeters.
13.
LidenR. C.WayneS. J.ZhaoH.HendersonD. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. Leadership Quarterly, 19(2), 161–177.
14.
MaakT. (2007). Responsible leadership, stakeholder engagement, and the emergence of social capital. Journal of Business Ethics, 74(4), 329–343. doi:10.1007/s10551-007-9510-5.
15.
MaakT.PlessN. M. (2006). Responsible Leadership: a Relational Approach. In MaakT.PlessN. M. (Eds.), Responsible leadership, pp. 33–53. London, UK: Routledge Publishers.
16.
MaccobyM. (2007). Narcissistic leaders: Who succeeds and who fails. Boston, MA: Harvard Business School Press.
17.
MaccobyM. (2015). Strategic intelligence. Oxford, UK: Oxford University Press.
18.
MaccobyM.ScudderT. (2011). Strategic intelligence: A conceptual system of leadership for change. Performance Improvement, 50(3), 32–40.
19.
MetcalfL.Angus-LeppanT.BennS. (2010). Leadership styles and CSR practice: An examination of sensemaking, institutional drivers and CSR leadership. Journal of Business Ethics, 93(2), 89–213. doi:10.1007/s10551-009-0221-y.
20.
MurrayA. (2014). What makes a great leader? Retrieved from http://online.wsj.com/news/articles/SB10001424052749704878904575031112276749120
21.
NorthouseP. (2012). Leadership: Theory and practice(6th ed.). London, UK: SAGE Publications.
22.
PlessN. M. (2007). Understanding responsible leadership: Roles identity and motivational drivers. Journal of Business Ethics, 74(4), 437–456.
23.
PlessN. M.MaakT. (2011). Responsible leadership: Pathways to the future. Journal of Business Ethics, 98(Supplement 1), 3–13. doi:10.1007/s10551-011-1114-4.
24.
PruzanP.MillerW. C. (2006). Spirituality as the basis of responsible leaders and responsible companies. In MaakT.PlessN. M. (Eds.), Responsible leadership, pp. 68–92. London, UK: Routledge Publishers.
25.
RisiD.WickertC. (2017). Reconsidering the ‘symmetry’ between institutionalization and professionalization: The case of corporate social responsibility managers. Journal of Management Studies, 54(5). doi:10.1111/joms.12244.
26.
ScheinE. H. (2009). The corporate culture survival guide. San Francisco, CA: John Wiley & Sons.
27.
ScheinE. H. (2010). Organizational culture and leadership(4th ed.). San Francisco, CA: John Wiley & Sons.
28.
SchinzelU. (2013). Why are people in Luxembourg happy? An exploratory study of happiness and culture measured by the dimension of a language as identifier in the Grand Duchy. Journal of Customer Behaviour, 12(4), 315–340. doi:10.1362/147539213X13575568505822.
29.
SchinzelU. (2014a). Hofstede in Luxembourg: Intercultural comparison of Luxembourg: France-Germany. Journal of Strategic and International Studies, IX(6), 58–65.
30.
SchinzelU. (2014b). Multinational, multicultural, multilingual Luxembourg: A system of integration or a system of failure? Journal of Strategic and International Studies, IX(6), 5–13.
31.
SchinzelU. (2017a). How to educate multicultural managers? The example of Luxembourg. In RozkwitalskaM. (Eds.), Intercultural interactions in the multicultural workplace, contributions to management science (pp. 251–265). Switzerland: Springer International Publishing. doi:10.1007/978-3-319-39771-9_16.
32.
SchinzelU. (2017b). What is responsible: What is irresponsible leadership in Luxembourg? Journal of Strategic and International Studies, XII(1), 12–23.
33.
SchinzelU. (2018). Responsible leadership and corporate social responsibility (CSR) in Luxembourg. International Journal of Organizational Analysis, 26(3), 415–431. Retrieved from https://doi.org/10.1108/IJOA-09-2017-1241
34.
SpizzoD. (1995). La nation luxembourgeoise. Genèse et structure d’une identité. Paris, France: L‘Harmattan.
35.
STATEC. (2019). Luxembourg in figures. Luxembourg: Centre Administratif Pierre Werner.
36.
StückelbergerC.MugambiJ. (Eds.). (2007). Responsible leadership: Global and contextual ethical perspectives. Retrieved from http://www.globethics.net
37.
SzekelyF. (2005). Responsible leadership and corporate social responsibility: Metrics for sustainable performance. European Management Journal, 23(6), 628–647. doi:10.1016/j.emj.2005.10.009.
38.
The Financial Times. (2018). Responsible leadership definition, from Financial Times. Retrieved from http://lexicon.ft.com/Term?term=responsible-leadership
39.
VoegtlinC.PatzerM.SchererA. G. (2012). Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105(1), 1–15. doi:10.1007/s10551-011-0952-4.
40.
WaddockS. (2004). Parallel universes: Companies, academics, and the progress of corporate citizenship. Business and Society Review, 109, 5–42.
41.
WaldmanD. A.SiegelD. S.JavidanM. (2006). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43(8), 1703–1725.
42.
WeberJ. J.HornerK. (2008). The language situation in Luxembourg. Current Issues in Language Planning, 9(1), 69–128. doi:10.2167/cilp130.0.
