**3. Social responsibility**

In ISO 26000 [23], corporate social responsibility (CSR) is defined as one's responsibility for one's impacts on society. It addresses human values, culture, ethics and norms (VCEN); hence, ISO 26000 is advisory rather than obligatory. Namely, it is not organizations as legal entities that decide, but their authorized decisive members and stakeholders, WHP included. CSR is necessary as the way out from the current global socioeconomic crisis [24], hence for purely social and economic reasons: responsible behavior is cheaper and more efficient/effective than a one‐sided and short‐term one. The one‐sided and short‐term behavior is namely the common denominator of the causes of the current crisis: under the label of a totally free market, monopolization destroyed the market as the room of equality of all its participants (for details see e.g. [25]).

In ISO 26000 [23], all seven contents are linked by two notions from systems theory:


Before passing of the ISO 26000 by which the entire world unified the official definition of the CSR, there were several and quite diverse definitions of CSR from different authors such as Esposito [26], EU [27], McWilliams and Siegel [28], Waldman et al. [29], Campbell [30],… We can look at CSR as a contemporary version of informal systemic behavior designed to attain requisite holism of behavior of influential persons and enterprises [31].

Need for CSR should be integrated into enterprise policy as the enterprise's basic, general and long‐term orientation that arises from organization's vision [32]. Therefore, principles of stakeholder interests, enterprise developmental, economic and social (SIEDES) responsible (enterprise) policy matter, WHP included. See **Table 1**.

#### **The principles of SIEDES responsible (enterprise) policy**

The "management circle" enables continual improvement. Relating to a circle should demon‐ strate that the end of one activity leads to the beginning of another activity. Health management therefore becomes a permanent organizational process. The implementation of the health

These efforts can be called contributions to socially responsible business and enjoy support

In ISO 26000 [23], corporate social responsibility (CSR) is defined as one's responsibility for one's impacts on society. It addresses human values, culture, ethics and norms (VCEN); hence, ISO 26000 is advisory rather than obligatory. Namely, it is not organizations as legal entities that decide, but their authorized decisive members and stakeholders, WHP included. CSR is necessary as the way out from the current global socioeconomic crisis [24], hence for purely social and economic reasons: responsible behavior is cheaper and more efficient/effective than a one‐sided and short‐term one. The one‐sided and short‐term behavior is namely the common denominator of the causes of the current crisis: under the label of a totally free market, monopolization destroyed the market as the room of equality of all its participants (for details

In ISO 26000 [23], all seven contents are linked by two notions from systems theory:

**1.** Interdependence (replacing ethics of independence, e.g., "the boss is the only decisive person and benefits," and ethics of dependence, e.g., "subordinates only obey orders and

**2.** Holistic approach (replacing ethics of one‐sidedness without interdisciplinary creative cooperation linking mutually different viewpoints for synergetic insight and action).

**3.** VCEN is equally crucial as knowledge ("if somebody knows how to shoot with a gun, the choice depends on VCEN whether the person will shoot upon human or upon a paper

Before passing of the ISO 26000 by which the entire world unified the official definition of the CSR, there were several and quite diverse definitions of CSR from different authors such as Esposito [26], EU [27], McWilliams and Siegel [28], Waldman et al. [29], Campbell [30],… We can look at CSR as a contemporary version of informal systemic behavior designed to attain

Need for CSR should be integrated into enterprise policy as the enterprise's basic, general and long‐term orientation that arises from organization's vision [32]. Therefore, principles of stakeholder interests, enterprise developmental, economic and social (SIEDES) responsible

requisite holism of behavior of influential persons and enterprises [31].

(enterprise) policy matter, WHP included. See **Table 1**.

circles lasts about 15 months.

from social responsibility.

82 Occupational Health

**3. Social responsibility**

may be irresponsible"); and

target, rather than on knowledge").

see e.g. [25]).

1. To reach the enterprise's business excellence and hence to find its way out from its crisis, responsible enterprise policy should stress the regular innovating in its policy

2. Arising from VCEN innovations, expressed as persons interests, the enterprise's general definitions of its policy depend on interests of its important stakeholders

3. Enterprise stakeholders should be conscious about their long‐term well‐being in interdependence with all life species

4. All of them should once again rethink their long‐term interests (benefits)

5. Their (process, product/services, information, etc.) consequences

6. Their willingness/ability to innovate them toward their responsible, requisitely holistic behavior concerning all other humans (families, co‐workers, other citizens and planet Earth residents, life forms and nature—with predominating of long‐term interests concerning all of them)

7. Enterprise's developmental orientation (e.g., exploitation of opportunities of its internal and external environmental development)

8. Their economic orientation (with striving for politics of economic responsibility toward all inhabitants of the world), and

9. Their social orientation (toward ecological, socially and else‐how responsible goals and social desire consideration, also toward social community) should also be innovated all the time

Source: Šarotar Žižek et al. [32].

**Table 1.** The principles of stakeholder interests, enterprise developmental, economic and social (SIEDES) responsible (enterprise) policy.

To implement the SIEDES, responsible (enterprise) leaders must innovate their VCEN and VCEN of organization's stakeholders. This tackles leadership and ethics. People find ethics inapplicable to the real world; they assume that ethics covers short and simple rules like "Do not lie," "Do not steal" and "Do not kill" [33]. Ethics is specified in principles of ISO 26000 [23, p. 11]: A behavior of employees in an organization should be based on the values of honesty, equity and integrity, which imply a concern for people, animals and the environment and a commitment to address the impact of its activities and decisions on interests of stakeholders. They make the difference between the one‐sidedly commanding boss and the cooperative leader, who uses ethics of interdependence to attain requisite holism of approach and requisite wholeness of outcomes of his/her organization by social responsibility, including ethics (as defined above).

#### **4. Models of leadership and business ethics**

Let us elaborate the third principle of ISO 26000, defining ethics, in the case of business leaders. We exposed leadership, because leadership support (leaders' involvement in, and promotion of, activities, policies and practices that encourage the development of social responsibility and related climate) was identified as an essential component of successful WHP programs [34, p. 1]. In leadership, there are some normative models or leadership theories. A normative model or leadership theory consists of explicit moral norms for analyzing leaders and leadership; the first such normative model is servant leadership: leaders are supposed to serve followers [35, p. xxvii]. Test of servant leaders is whether the people they serve become better, freer, healthier, and more likely to serve others [35, p. xxviii]. Another, transformational leadership is based on the idea that leaders and followers must improve each other's moral.

Transformational leadership develops from conflict: dialogue emerges from conflicts in which both leaders and followers move toward agreement about their shared moral values. In this process, change comes when both side agree on higher order [i.e., less one‐sided and short‐ term, N.B. authors] values [35, p. xxviii].

Such models prove authentic leadership. It is a process that draws from positive psychological capacities and a highly developed organizational context, which results in greater self‐ awareness and self‐regulated positive behaviors on the part of leaders and employees, fostering positive self‐development [36, p. 243]. Therefore, this leadership focuses on ways leaders' self‐knowledge contributes to making leaders effective and ethical. In authentic leadership, morality results from a leader's quality of authenticity [35, p. xxviii]. Waldman et al. [29, p. 1718] confirmed connection between transformational leadership and CSR.

Responsible leadership is a values‐based and through ethical principles‐driven relationship between leaders and stakeholders. They are connected through a shared sense of meaning and purpose through which they raise one another to higher levels of awareness, motivation and commitment for achieving sustainable values creation and social change [37]. Theory of responsible leadership holds leaders responsible for a wider range of people and things. The main issues include leaders' moral obligations covering their stakeholders and interests inside and outside their organizations.

Spiritual leadership is described as occurring when a person in a leadership position embodies spiritual values such as integrity, honesty and humility, creating the self as a person of someone who can be trusted, relied upon, and admired. Spiritual leadership is also demonstrated through behavior, whether in individual/employees reflective practice or in the ethical, compassionate, and respectful treatment of employees [38, p. 663]. On the other hand, the spiritual leadership comprises the values, attitudes and behaviors that are necessary to intrinsically motivate humans' self and others providing their sense of spiritual survival through calling and membership [39, p. 711].

Ethical leadership demonstrates the normatively appropriate conduct through personal actions and interpersonal relationships and promotes such conduct to followers through two‐ way processes, e.g., communication, reinforcement and decision‐making. Moral variables, such as honesty, trust, fairness, openness and consideration, are connected to ethical leader‐ ship [40, p. 120].

From the viewpoint of this research on leaders' social responsibility (including ethics, of course) concerning WHP, ethical leadership matters because it is [41, pp. 601–608] positively related to:


and related climate) was identified as an essential component of successful WHP programs [34, p. 1]. In leadership, there are some normative models or leadership theories. A normative model or leadership theory consists of explicit moral norms for analyzing leaders and leadership; the first such normative model is servant leadership: leaders are supposed to serve followers [35, p. xxvii]. Test of servant leaders is whether the people they serve become better, freer, healthier, and more likely to serve others [35, p. xxviii]. Another, transformational leadership is based on the idea that leaders and followers must improve each other's moral. Transformational leadership develops from conflict: dialogue emerges from conflicts in which both leaders and followers move toward agreement about their shared moral values. In this process, change comes when both side agree on higher order [i.e., less one‐sided and short‐

Such models prove authentic leadership. It is a process that draws from positive psychological capacities and a highly developed organizational context, which results in greater self‐ awareness and self‐regulated positive behaviors on the part of leaders and employees, fostering positive self‐development [36, p. 243]. Therefore, this leadership focuses on ways leaders' self‐knowledge contributes to making leaders effective and ethical. In authentic leadership, morality results from a leader's quality of authenticity [35, p. xxviii]. Waldman et

Responsible leadership is a values‐based and through ethical principles‐driven relationship between leaders and stakeholders. They are connected through a shared sense of meaning and purpose through which they raise one another to higher levels of awareness, motivation and commitment for achieving sustainable values creation and social change [37]. Theory of responsible leadership holds leaders responsible for a wider range of people and things. The main issues include leaders' moral obligations covering their stakeholders and interests inside

Spiritual leadership is described as occurring when a person in a leadership position embodies spiritual values such as integrity, honesty and humility, creating the self as a person of someone who can be trusted, relied upon, and admired. Spiritual leadership is also demonstrated through behavior, whether in individual/employees reflective practice or in the ethical, compassionate, and respectful treatment of employees [38, p. 663]. On the other hand, the spiritual leadership comprises the values, attitudes and behaviors that are necessary to intrinsically motivate humans' self and others providing their sense of spiritual survival

Ethical leadership demonstrates the normatively appropriate conduct through personal actions and interpersonal relationships and promotes such conduct to followers through two‐ way processes, e.g., communication, reinforcement and decision‐making. Moral variables, such as honesty, trust, fairness, openness and consideration, are connected to ethical leader‐

From the viewpoint of this research on leaders' social responsibility (including ethics, of course) concerning WHP, ethical leadership matters because it is [41, pp. 601–608] positively

al. [29, p. 1718] confirmed connection between transformational leadership and CSR.

term, N.B. authors] values [35, p. xxviii].

84 Occupational Health

and outside their organizations.

ship [40, p. 120].

related to:

through calling and membership [39, p. 711].


And negatively related to:


Ethical leaders must develop their reputation for ethical leadership. Employees' and key external stakeholders' perception and reality of managers' reputation at all levels matter for ethical leadership [42]. Reputation for ethical leadership is based on two essential pillars: perception that the potential leader is both a moral person and a moral manager. A moral manager is a role model for ethical conduct, communicating regularly about ethics and values, and using rewarding system to hold everyone accountable to the values and standards [42, p. 141]. One must develop one's reputation for ethical leadership. Therefore, leaders must be consistent and proactive about incorporating ethics into their leadership agenda, to match principles of social responsibility, including WHP.
