When a firm actively engages in CSR practices, does the leader always make ethical decisions? Drawing on social cognitive theory and the ethical decision-making literature, we develop a model to explain how a leader makes unethical decisions in an active CSR-practicing environment. Specifically, we argue that a firm's CSR practices do not necessarily translate into the leader's ethical decisions, and on the contrary, it may lead to the opposite. The relationship between a firm's CSR practices and its leader's unethical decisions is mediated by the leader's moral cognitive process (moral licensing and moral imagination) toward the firm's CSR practices, and this relationship is further moderated by the leader's altruistic values. Results from multi-method studies largely support our predictions.
