How Does a CEO Motivate Employee Prosocial Behaviors at Work? Exploring the Impacts of CEO Leadership on Employee Prosocial Motivation and Prosocial Behaviors

Document Type

Article

Publication Date

11-2025

Publisher

Taylor & Francis (Routledge)

Source Publication

International Journal of Strategic Communication

Source ISSN

1553-118X

Original Item ID

DOI: 10.1080/1553118X.2025.2579545

Abstract

Corporate performance increasingly depends on employees’ extra-role behaviors, or those discretionary actions beyond formal job duties, rather than solely on behaviors defined by job responsibilities. This study explores how CEO leadership – specifically authentic leadership and leadership in social advocacy – fosters employee prosocial workplace behaviors. Drawing on social exchange theory (SET) and social learning theory (SLT), the research examined how CEO leadership styles influence employee prosocial voice and silence, with prosocial motivation serving as a key mediator. Results from an online survey of 913 full-time employees in the United States revealed that both authentic leadership and leadership in social advocacy were positively and directly associated with employees’ prosocial voice behavior, where employees proactively propose constructive suggestions for organizational development. Additionally, prosocial motivation has been found to significantly and fully mediate the relationship between these leadership styles and prosocial silence, with employees choosing to remain silent on sensitive corporate issues to protect the organization. The theoretical and practical implications of these findings are discussed.

Comments

International Journal of Strategic Communication, (November 2025). DOI.

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