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Role of Ethical Leadership in Creating Meaningful Work Through Corporate Social Responsibility in Bhutan: A Conditional Mediation Model

Deki Choden,M. Nejati,A. Shafaei,Ben Farr‐Wharton,José L. Roldán

Published 2025 in Corporate Social Responsibility and Environmental Management

ABSTRACT

This research investigated how ethical leaders drive employees to experience meaningfulness at work by influencing employees' perception of Corporate Social Responsibility (CSR). It also examined if employees' skepticism towards CSR moderates these relationships. Conducted in Bhutan, where CSR is legally required but emerging, the study surveyed 797 employees from 15 companies using partial least squares path modeling. Findings confirmed that the perceived CSR mediates the positive link between ethical leadership and meaningfulness at work. Meanwhile, employees' skepticism towards CSR weakens both the positive impact of CSR perception on meaningfulness at work as well as the mediated path. The study highlights CSR as a potential source of meaningfulness at work, reflecting the core values and genuine concern of the company for the betterment of society. The research provides theoretical insights for researchers and practitioners to improve CSR practices to create meaningful work while highlighting the importance of managing employees' skepticism towards CSR. It also broadens the understanding of CSR manifestation in a context beyond developed countries.

PUBLICATION RECORD

  • Publication year

    2025

  • Venue

    Corporate Social Responsibility and Environmental Management

  • Publication date

    2025-08-29

  • Fields of study

    Not labeled

  • Identifiers
    DOI 10.1002/csr.70137
  • External record

    Open on Semantic Scholar

  • Source metadata

    Semantic Scholar

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