The Inter-Relation of Corporate Social Responsibility at Employee Level, Servant Leadership, and Innovative Work Behavior in the Time of Crisis from the Healthcare Sector of Pakistan

Abstract

Organizational crisis can serve as a base to provide an opportunity to an organization for enhancing individuals, organizations, and communities. The healthcare sector is one of those sectors that remains under continuous pressure to provide high-quality service delivery to the patients. Hence, the requirement of innovation for this sector is huge when compared to other sectors. The majority of the previous studies have investigated the phenomenon of CSR at the employee’s level (CSR-E) to influence employee behavior positively. However, the importance of CSR-E to enhance the innovative capability of the employees at the workplace is not well-explored in extant literature. Moreover, it is not clear from previous studies how the concept of servant leadership can explain the employee’s engagement towards innovative work behavior (EIB). Thus, the current survey aims to test the relationship of CSR-E and EIB in the healthcare sector of Pakistan with the mediating effect of servant leadership. The data of the current study were obtained through a self-administered (paper-pencil) survey and they were analyzed through the structural equation modeling (SEM) technique. The empirical results of SEM analysis revealed that CSR-E and EIB are positively related and servant leadership partially mediates this relationship. The findings of the current study will be helpful for policymakers to improve their understanding towards CSR-E to induce EIB in the time of crisis. At the same time, the current study also highlights the importance of servant leadership to the policymakers in encouraging the employees to display their innovative capability at the workplace to serve their organization during the time of crisis.

Fostering Hotel-Employee Creativity Through Micro-Level Corporate Social Responsibility: A Social Identity Theory Perspective

“…This was done to break any intended sequence of answering by the respondents ( Sun et al, 2020 ; Ahmad et al, 2021a ). Similarly, the respondents were realized by the authors that it was important for a respondent to respond appropriately so that the quality of the derived results could be maintained ( Ahmad et al, 2021b ). Further, the respondents were also assured that the information, they provided to the authors, will be kept confidential ( Kong et al, 2021 ).…”

The Inter-Relationship between CSR, Inclusive Leadership and Employee Creativity: A Case of the Banking Sector

“…Therefore, the current study is an incremental attempt to bridging this gap. Another important addition of the current study to the available literature of leadership is that the relationship between effective leadership, such as ethical leadership [23,84] and servant leadership [85,86], to fostering employee creativity has already been established, however, the mediating effect of leadership, especially the effect of IL between CSR and employee creativity is not known.…”

Proposing Employee Level CSR as an Enabler for Economic Performance: The Role of Work Engagement and Quality of Work-Life

“…Thus, a strong social bond is developed between a person and the social group. The mainstream literature also regards this theory as an important theory to predict a person's behavior, as there are different studies in which the researchers have explicitly employed social identity theory to predict individual behavior [20,38,39]. Concerning the current context, the CSR activities of an enterprise at the level of employees provide an explicit logic to the workforce to form a strong identification with their socially responsible enterprise.…”

“…Quite recently, the role of CSR at an internal level, such as at the level of employees, has been realized. For example, it was stated that CSR activities at employees' level could significantly shape their behavior [18][19][20]. Specifically, the research shows that the CSR activities of an enterprise can explain the underlying mechanism that keeps the workforce motivated to contribute positively to the success of an enterprise [21].…”