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Scholars have long debated whether leader's integrity affects managerial decision making with respect to social responsibility. In this paper, we propose a model in which transformational leadership mediates integrity and corporate social responsibility (CSR) and examine the relationship between these concepts. A survey of 170 senior managers from 50 organizations was conducted. Results indicate that integrity is a predictor of transformational leadership behavior and that transformational leaders' behaviors are linked to CSR practices. It was also found that leaders rated with higher integrity are engaged in CSR because they exhibit more transformational leadership behaviors. These findings add to the extant literature by demonstrating that integrity is important as transformational leaders engage more actively on 'responsible' behaviors. Practical implications call for an understanding among corporate leaders of the benefits of integrity and how it relates to transformational leadership. Organizations can improve their selection and leadership development processes by focusing on these two dimensions.bs_bs_banner

Sustainable HRM is an emerging field that underpins the successful implementation of corporate sustainability initiatives. Grounded on the ability-motivation-opportunity theory, this study examines the effect of sustainable HRM on employee performance. To do so, we use a mediating model to explain the underlying mechanisms in sustainable HRM and its effect on employee performance. The results show that the road to achieving sustainable HRM from employees' performance is not straightforward but intertwined with a double-mediation effect of the perceived organizational rationale for sustainability and organizational identification. These findings indicate that an organization needs to find a match or congruency between sustainable HRM practices and employees' inner dispositions, in order to achieve a positive effect on employees' performance. Sustainable HRM practices should be congruent with the sustainability orientation of the organization, and its employees need to perceive this rationale in order to create stronger identification and thus to become more engaged and to better perform.

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