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Thriving Together: the Virtuous Cycle of Business for Good, Positive Leadership, and Employee Well-Being /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Thriving Together: the Virtuous Cycle of Business for Good, Positive Leadership, and Employee Well-Being // Jane Ann Day.
Author:	Day, Jane Ann,
Description:	1 electronic resource (226 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 85-12, Section: B.
Contained By:	Dissertations Abstracts International85-12B.
Subject:	Sociology. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31359528
ISBN:	9798382781051

Thriving Together: the Virtuous Cycle of Business for Good, Positive Leadership, and Employee Well-Being /
Day, Jane Ann,

Thriving Together: the Virtuous Cycle of Business for Good, Positive Leadership, and Employee Well-Being /Jane Ann Day. - 1 electronic resource (226 pages)

Source: Dissertations Abstracts International, Volume: 85-12, Section: B.

Business has the potential to be one of the most powerful platforms for solving our world's most pressing needs, and employees are increasingly seeking to be part of organizations that provide meaningful opportunities to contribute to the greater good. Yet, business leaders often do not know how to design positive impact initiatives to maximize their contributions for the greater good and for the members of their organizations.The business for world betterment literature has traditionally focused on macro or institutional level dynamics and calls for further study of the micro or individual level. In this dissertation, I develop and test models across three empirical studies offering insights into individual leader and employee dynamics as companies do good in the world. The overarching research question I address is "How do the perception of and participation in corporate social and environmental impact affect leaders and employees of companies?" The dissertation employs a sequential mixed methods approach to explore individual dynamics of business for world betterment. The initial qualitative study utilizes a grounded theory approach with 30 semi-structured interviews to identify factors that influence the lived experiences of leaders who seek to make a positive impact in the world. The study offers evidence that leaders (1) consider their company to be an agent for world benefit, (2) align their impact efforts beyond profit-seeking to promote their personal values, (3) demonstrate a willingness to confront and overcome personal limitations in order to help others, (4) personalize the ways in which they make an impact on people, and (5) experience personal benefits in helping others. Further, while some leaders were able to identify a virtuous cycle wherein doing good in the world returned good to the members of their organization in a reciprocal process of betterment, many leaders were simply unaware of the benefit for their own employees when serving the broader community.Based on findings from the initial qualitative study, I articulate a research model to study how employees are impacted when they believe that their company helps people and planet to flourish and when they participate in these initiatives. Specifically, I study the effects of employee perception of corporate social responsibility (CorpSoc) and corporate environmental responsibility (CorpEnv), as mediated by participation in corporate social responsibility decision-making (DecMak), on subjective well-being (SWB) and organizational citizenship behavior towards individuals (OCBI). Findings show that perception of corporate social impact is significantly related to subjective well-being (.595; p < .05) and organizational citizenship behavior towards individuals (.173; p < .05), with mediating effects through CSR decision-making for SWB (.047; p < .05), and OCBI (.183; p < .01). Results differed for perception of corporate environmental impact which was not significantly related toward (did not predict) SWB (-.127; p > .05) or OCBI (-.032; p > .05). However, through the mediator of participation in CSR decision-making, perception of corporate environmental impact was significant with both SWB (.034; p < .05) and OCBI (.133; p < .01).A final quantitative study specifies the importance of the moderating effects of specific modes of employee perception and participation. Our findings show that nearly any type of employee participation or positive perception of corporate social and environmental impact initiatives will strengthen the direct relationships CorpSoc-SWB, CorpSoc-OCBI, CorpEnv-SWB and CorpEnv-OCBI.The findings of this dissertation offer novel insights into leader and employee dynamics when business is engaged in world betterment. Findings indicate positive outcomes for leaders and employees when they promote flourishing among their broader stakeholder community. These findings expand on well-being theory, mirror flourishing theory, and progress theory.

English

ISBN: 9798382781051Subjects--Topical Terms:

516174
Sociology.
Subjects--Index Terms:

World benefit

Thriving Together: the Virtuous Cycle of Business for Good, Positive Leadership, and Employee Well-Being /
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