How can organizational leaders really lead and serve at the same time?

Abstract

Purpose

The purpose of this paper is to conceptualize a new paradigm that challenges managers of hospitality services to include the component of corporate social responsibility (CSR) into the business plan. The objective is to answer the question: how can organizational leaders really lead and serve at the same time?

Design/methodology/approach

The design follows a research of the literature from a global perspective to show that CSR preserves losses related to the breach of cultural, environmental, economic, physical, and linguistic boundaries associated with globalization.

Findings

Evidence shows CSR safeguards are, otherwise, extraordinary assets to create a sophisticated business portfolio with increase in earnings at least in keeping with or surpassing more traditional portfolios. Discussion points include variations in the interpretation of CSR between countries, and the need for legal policy to enforce implementation of CSR practices for companies both at home and abroad in order to protect human rights, social investments, environment, culture, language, fair trade, and economic sustainability.

Practical implications

Several practical management tactics for CSR are presented in a chart accompanying the text. These include ideas and ways to: implement change in the workplace, save energy, communicate with employees and guests, clean with green products, and save money.

Originality/value

This paper is valuable to managers arguing for or seeking investment opportunities with sound CSR initiatives.

Citation

Wildes, V.J. (2008), "How can organizational leaders really lead and serve at the same time?", International Journal of Contemporary Hospitality Management, Vol. 20 No. 1, pp. 67-78. https://doi.org/10.1108/09596110810848587