CEO Benevolence and Corporate Social Performance

The involvement of corporate CEOs/directors in not-for-profit (NFP) leadership is significant for corporate and NFP sectors. We refer to this activity as 'benevolence'. These benevolent leaders bring synergistic effects to each leadership position. Although research has examined various characteristics of NFPs and corporate leaders independently, the impact of this combination of serving NFPs and listed firms is worth examining, given current debates on the form and function of stakeholder capitalism. We provide preliminary exploration of NFP leadership positions of CEOs/directors, from 2010 to 2019. Data were hand-collected from CEO/director biographies in annual reports. NFP roles were verified through public sources (e.g., Australian Charities and Not-For-Profit Commission). We identify meaningful patterns in NFP leadership positions held by the those in the top echelons. In evaluating whether benevolent leaders influence corporate ethical outcomes, we find a significant positive association. Our findings establish the foundation for future inquiries on the influence of benevolent leaders on many corporate outcomes. The involvement of corporate leaders in Not-For-Profit (NFP) leadership is significant for corporate and NFP sectors. We refer to this activity as 'Benevolence'. With the hand-collected Benevolence data from 2010 - 2019, we explore the nature and extent of corporate leaders serving on NFPs, finding meaningful patterns. We further reveal that CEO Benevolence increases corporate social performance of Australian firms.