Authentic CSR

The “missing link” between the theory and practice of CSR and sustainability in the daily life of companies can be attributed to the lack of coherent and authentic leadership models and styles which should be consistent to a sustainability orientation and based on a moral and ethical construct. Adhering to these lines of thought, authentic CSR orientation can be considered a step in the business strategy (Schmidpeter 2014) that rests on a coherent leadership model. The latter incorporates transformational, charismatic, servant, spiritual, or other forms of positive leadership (Avolio and Gardner 2005). Proactive entrepreneurial and managerial behaviors nurtured by authenticity contribute to orient businesses’ strategies and actions toward effective stakeholder orientation, transparency, and sustainable growth (Walker and Salt 2006). Running a company that is genuinely oriented toward CSR and sustainability requires a consistent leadership model based on values (such as justice and integrity), in directing the corporation so as to ensure its prosperity based on transparency, accountability, and responsibility (Von Ahsen 2015; Oreg and Berson 2011). A common trait of authentic CSR rests on the moral construct of entrepreneurs and managers, which generates the capacity to communicate the vision and strengthen a cohesive organizational culture, thus inspiring in others the will to emulate their choices (Hoivik von Weltzien 2014). Accordingly, a challenging approach Visser (2011) rests on the notion that business survival depends on a continuous striving for sustainability and that moral leadership is a key driver to implementing authentically CSR and sustainability-driven strategies.