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This study investigates the intricate relationship between chief executive officer (CEO) narcissism, corporate social responsibility (CSR) and financial performance, focusing on the Indonesian business context. Leveraging upper-echelons theory, the research posits that CEO narcissism significantly predicts both CSR initiatives and firms' financial performance. Additionally, it explores CSR as a potential mediator in the link between CEO narcissism and financial performance, with particular focus on the CEO’s involvement in recommending CSR activities.

A sample of 644 observations was analyzed, revealing that narcissistic CEOs tend to lead firms with higher CSR engagement, which in turn is positively related to financial performance as measured by Tobin’s Q.

Regression models indicate that while CEO narcissism directly related to firm performance, the inclusion of CSR as a variable significantly strengthens this relationship. The indirect association analysis further confirms that CSR mediates the relationship between CEO narcissism on firm performance.

These findings contribute to the literature by elucidating the dual relationship of CEO narcissism on organizational outcomes and by highlighting the role of CSR in enhancing financial performance. This study also underscores the importance of considering cultural and institutional contexts in understanding the dynamics between executive personality traits and corporate strategies.

This study aims to examine the role of firm reputation as a mediator in the relationship between corporate social responsibility and firm performance, along with the underlying mechanism.

This research is quantitative research that aims to explain the phenomenon of the relationship between the implementation of corporate social responsibility and firm performance. A total of 573 companies listed on the Indonesia Stock Exchange for the 2019–2021 period were sampled in this study. The analysis method in this study combines time series data and cross-section data called pooled data.

This research found a significant positive association between corporate social responsibility and firm reputation as well firm reputation is positively related to firm performance. In contrast, corporate social responsibility directly affects firm performance insignificantly. Based on the analyses, firm reputation mediates the effect of corporate social responsibility on firm performance.

This study is limited due to its reliance on secondary data related to publicly listed companies from 2019 to 2021, which involves various downsides, that is many businesses still have not disclosed their engagement in corporate social responsibility practices. This study will ultimately yield practical implications for organizational managers, as it emphasizes the significance of corporate social responsibility in enhancing firm success.

The research presented in this paper contributes to the existing body of knowledge on corporate social responsibility by examining the impact of corporate social responsibility on firm performance. Furthermore, this study provides additional evidence for shared value creation by explaining the impact of corporate social responsibility on firm performance.

This study explores how controlling leadership behaviors, such as authoritarian leadership and abusive supervision, affect police officers’ proactive behavior. Specifically, it examines how perceived powerlessness mediates the relationship between these leadership styles and officers’ proactive behavior.

We employed structural equation modeling with partial least squares analysis to test our hypotheses, utilizing a sample of police officers employed within a regional police institution in Indonesia.

The findings of this study indicate that both authoritarian leadership and abusive supervision have the potential to diminish or impede the proactive behavior of police officers by shaping their perception of powerlessness.

This study contributes to the broader understanding of how leader-controlling behaviors, such as authoritarian leadership and abusive supervision, impact the proactive behavior of police officers within the specific context of Indonesia.