Driving Employee Social Responsibility in Tourism: A CSR–Leadership–Values Perspective From Pakistan

This study examines how perceived corporate social responsibility (CSRP) influences employees’ socially responsible behavior both within the organization (ESRB-W) and outside the organization (ESRB-O) in the tourism industry of Pakistan, using the Stimulus–Organism–Response (SOR) framework. The study also investigates the mediating roles of self-transcendence (ST) and prosocial attitude (PSA), and the moderating effect of generative leadership. Quantitative research design was employed. Data were collected through a multistage sampling technique from 440 frontline employees and 132 supervisors across 51 tourism and hospitality organizations in Pakistan. ESRB-W was evaluated by supervisors, while ESRB-O and other constructs were assessed through employee self-reports. The hypothesized relationships were tested using Hayes’ PROCESS Macro (Model 4 for mediation and Model 1 for moderation). The results indicate that CSRP has a significant positive effect on both ESRB-W and ESRB-O, directly and indirectly through ST and PSA. Furthermore, generative leadership strengthens the relationship between CSRP and both dimensions of ESRB, indicating a significant moderating effect. Theoretically, the study extends SOR theory by demonstrating a dual-path organismic mechanism that explains how CSR translates into socially responsible behavior across organizational boundaries. Practically, the findings highlight the importance of integrating CSR and generative leadership to foster socially responsible employee behavior both inside and outside the workplace.