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In this article, the authors compare the corporate social responsibility reporting (CSRR) of companiesenvironment, human relations, community, human rights, and diversity dimensions-in the emerging market economy of South Africa with that of companies in the leading economies represented by the Fortune Global 100. The descriptive analysis extends earlier empirical work on the CSRR of emerging market economies, and the impact of culture on CSRR, by examining annual report data from the top 100 companies listed on the Johannesburg Stock Index and the Fortune Global 100. Generally, the frequency and level of CSRR in South African companies was significantly higher than that of the Fortune Global 100, which indicates a greater willingness to convey social responsibility in their disclosure practices. This lends credence to the notion that emerging market economies may be more receptive to stakeholder concerns and social responsibility than peer institutions in leading economies.

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The Problem. Authentic leadership literature is often seen as acontextual and unproblematicleaders merely need to "know thyself" and "to thine own self be true." Even when scholars like Eagly argue authenticity is a relational concept, it remains uncontextualized for those whose social identities set them apart from the majority within organizations and society. The Solution. Through this collaborative autoethnography, we aim to illustrate the complexity of enacting authentic leadership as immigrant women of color who are leaders within predominantly White institutional contexts. The Stakeholders. One audience for this article is other women of color with whom our experiences may resonate. A broader audience includes those in power within organizations who might use this article as fodder for crafting more inclusive spaces that support both the development of authentic leaders and the practice of relational authenticity.