Responsible Leadership and Task Performance: Understanding Intrinsic CSR Attribution as a Mediating Mechanism

This paper explores how responsible leadership, task performance, and intrinsic CSR attribution in organisations are related. Based on the social identity theory and stakeholder theory, we argue that responsible leadership task performance is positively related through employees’ intrinsic CSR attribution. The paper proposes a conceptual framework where intrinsic CSR attribution is a mediator between responsible leadership and task performance. The framework suggests that responsible leadership creates an organisational culture that fosters intrinsic CSR attribution among employees, leading to increased task performance. The paper provides empirical evidence from a survey-based study of employees in various organisations to support the proposed framework. Data from 213 employees was analysed using SEM and the findings indicate that responsible leadership has a significant positive impact on intrinsic CSR attribution and task performance and that intrinsic CSR attribution mediates the relationship between responsible leadership and task performance. The paper concludes with implications for theory and practice, including the importance of responsible leadership in promoting a culture of responsible behaviour and task performance in organisations.