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Organizations that prioritize humanistic responsibility create an environment of value for their employees as the most important stakeholders. However, despite the numerous corporate social responsibility (CSR) models and research highlighting stakeholder considerations, the long-standing “social” aspect of CSR has inhibited its humanism responsibility. In response, this study proposes to move beyond the antecedents and outcomes of CSR to explore how perceived CSR can promote its humanistic responsibility both inside and outside of organizations.

The authors followed Sendjaya et al. (2008) ’s methodology for developing and validating the perceived corporate humanistic responsibility (CHR) scale. Study 1 validated the CHR's content. Study 2 established the measure’ reliability, internal consistency, unidimensionality and discriminant validity. The authors describe each of the studies in the forthcoming sections.

This research has produced a comprehensive set of perceived CHR items for business leaders based on earlier CHR/humanism concepts. Through the deconstruction of CHR theory, the granular conceptualization provides employee-centric workplaces, healthy internal communication, holistic compensation, CSR-committed behaviors and holistic training and development, equipped to assess how their CHR fosters humanistic workplaces that encourage socially responsible behaviors. This, in turn, would have an immense impact on employee well-being that, in turn, flourishes societal well-being.

Although the perceived CHR scale's psychometric properties were confirmed using multiple tests ranging from qualitative to quantitative studies, this newly developed scale requires further investigation to explore whether internal or external relevance factors affect organizations' humanistic responsibility.

CSR is about caring for humans and the planet. The authors have unpacked what and how the human side of CSR operates for business leaders to advance their CHR practices and responsible management learning. The perceived CHR dimensions can guide business leaders to promote multidimensional humanistic behaviors inside and outside workplaces that transcend how to strengthen the humanistic responsibility behaviors of corporations to promote CHR by articulating how the “Social” aspect of CSR ought to function for employee well-being first.

This study responds to Sustainable Development Goals (SDGs) most aligned with the SDG 3 (good health and well-being) and SDG 8 (decent work and economic growth) by promoting humanistic workplaces with implications for United Nation's Principles for Responsible Management that encourages universities to educate students on humanism concepts in business management.

The originality lies in the empirical study of CHR. By incorporating the original concepts of humanism/humanistic management and CHR, the authors empirically articulate how CHR may be practically implemented as an elaborated humanistic synthesis for corporations.

To explore how leadership behavior in Thailand relates to humanistic leadership through indigenous and cross-cultural lenses.

Analogically based and semi-structured interviews were used. The primary focus was on factors associated with expatriate success in leading Thais in a Thai context. As such, the main sample included 24 expatriates. Two local Thai leaders were also interviewed. Qualitative interviews were analyzed inductively using NVivo.

Five interrelated themes emerged from the data: guiding, bridging, emotionally supporting, socializing and indirectly communicating. These themes relate to Asian holistic thinking, Thai culture and humanistic management. Evidence for humanistic leadership was found, albeit in culture-specific ways.

Researchers may benefit from studying local, indigenous leadership practices and determining if and how they fit etic concepts such as humanistic leadership. Limitations of this study include a small sample from only one country.

To be successful, leaders should engage in humanistic leadership practices that fit the Thai context. Human resource departments may wish to focus their talent recruitment, selection and development on these behaviors.

This paper adds to the nascent literature on humanistic leadership by providing an indigenous as well as cross-cultural lens to understanding humanistic leadership in the context of Thailand.

In recent years, scientific research on humanistic perspectives and their impact on management has grown exponentially. This study aims to explore the overview and its essential features of humanism management and its precursors (i.e., humanism). Bibliometric findings on the advent and current developmental patterns of humanistic management publications are described.

Terminology confusions (e.g. humanism philosophy vs humanistic management) are identified and addressed in bibliometric analyses using the 160 peer-reviewed articles on humanism in management for the duration between 2000 and 2020. Four metrics such as citation analysis, co-citations, bibliographic coupling and keywords co-occurrences are measured.

This study presents a new methodological approach by identifying the most significant authors, articles and journals and determining the three thematic clusters, such as empirical humanism research, humanistic in practice and humanism philosophy.

While humanistic business management is a discipline in its infancy, the attention of management researchers has expanded considerably in recent years as numerous literature streams emerge. The three keywords that appeared the most in the analysis are human (18), humanistic (17), and human dignity (16), and these keywords seem to consist mainly of three thematic clusters. Studies on humanistic management have progressed from an earlier focus on philosophy subjects (oldest keywords) to more practical studies on humanistic management, leadership, and dignity.

Many organisations wrestle with how to develop value-oriented businesses and societies. A humanistic communication approach that promotes understanding and dialogue amongst stakeholders can contribute to a solution. Communication professionals play a pivotal role in achieving a humanistic communication process. This paper aims to determine the significance of humanistic communication professionals and their characteristics.

A literature review was conducted to identify the characteristics of humanistic communication professionals. Thereafter, the extent to which such characteristics have been implemented in competency models in the Netherlands was investigated. This country’s strong tradition of developing competencies for communication professionals has resulted in competency models that serve as standards for professional development.

The literature review shows that a humanistic approach to communication is characterised by dialogic engagement and social listening to build and maintain trust, foster transparency and create engagement with stakeholders. Communication professionals can act as “cultural interpreters”, “organisational listeners” and “stewards of meaning”. The human element plays a key factor in the competency standards for communication professionals in the Netherlands, although the extent to which they are embedded varies. The analysis shows a shift from passing on a message towards dialogue and engagement.

Most studies of communication professionals’ competencies have been based on roles or tasks they perform. Little scholarly attention has been paid to competencies that add to developing value-oriented businesses and societies. This paper focuses specifically on how communication professionals can contribute to creating humanistic organisations.

While current management theory is largely based on economic assumptions, there is evidence to suggest capitalism is at a crossroads. Humanistic management is accordingly proposed as an alternative new paradigm. The present study follows this approach in considering Confucianism as a humanistic practice. The purpose of this study is to explore humanistic leadership displayed by a Confucian leader and how he/she presents humanistic concern in corporate management to pursue the common good.

This study adopted a structured–pragmatic–situational approach to conduct a case study and collected data from three sources: semi-structured interviews, consultant observations and archival data.

The findings reveal that a Confucian leader takes all stakeholders' interests into account while engaging in corporate management and displays humanistic behaviors toward the stakeholders that are in line with five Confucian virtues. The leader cultivates the employees as Confucian humanistic agents. These employees accordingly act as bridges to transmit the humanistic spirit to their customers and other industries in the same market. To initiate an industry change to achieve collective welfare, a Confucian leader must first influence his/her primary stakeholders. The primary stakeholders next collectively influence the secondary stakeholders (i.e. the industry). Consequently, the overall goal of the common good is ultimately sustained.

This study identifies valuable practical implications for humanistic practices in corporate management from a Confucian perspective. In addition, this study takes a significant academic step forward by illuminating the humanistic paradigm.

Through three case studies, the authors aim to examine how Confucian humanistic philosophy can be applied to leadership practices and show how it is possible to practice humanistic leadership in the Chinese context.

The authors use case studies of three exemplary humanistic leaders and the companies they lead to describe their leadership practices and influence on others and their companies.

The authors identify three common elements that connect their observations to an emerging scholarly conceptualization of humanistic leadership and develop a framework of Confucian humanistic leadership consisting of five attributes. The cases the authors studied suggest that the five attributes should be understood as being mutually reinforcing and acting in concert, rather than each acting independently of the others. The authors found that there is inherent consistency and connection between the core values of Confucianism and humanistic leadership.

The research contributes to the leadership literature, specifically the emerging literature on humanistic leadership, by introducing a framework for Confucian humanistic leadership. While much of the extant literature on humanistic leadership has been conceptual, the study shows how it is possible to practice humanistic leadership in the Chinese context by drawing on the foundation provided by Confucian humanistic philosophy. The findings also contribute to humanistic leadership research by providing important insights into specific capabilities that can help put the principles of humanistic leadership into practice, but that have not been considered to date.

The main intention of this paper is to understand humanistic leadership through an eminent leader representing the United Arab Emirates (UAE) culture. The authors identified a prominent humanistic leader of a well-known private university in Dubai as an example, analyzing his leadership approach from a humanistic lens and demonstrating humanistic leadership characteristics linked to the cultural roots.

This paper is designed as a single case to examine how humanistic leadership behaviors and practices are applied in an organization and how they are connected to the UAE culture. The leader and his seven followers are interviewed by using semi-structured forms, and inductive conventional content analysis was utilized to identify common themes and concepts related to humanistic leadership traits in the UAE.

The paper highlights ten themes named humility, respect, care, fairness, transparency, well-being orientation, generosity, family focus and will with humanistic determination. These themes coincide with the various well-accepted humanistic literature theories and are also aligned with salient Islamic values and the existing humanistic leadership theories. A humanistic leadership description is provided to show the implications to the UAE context.

This study only focuses on a single higher education institution, and further studies need to be conducted to reach a generalization.

The paper offers an alternative humanistic leadership for government departments, semi private and private companies to create an organizational culture where those values are flourished and creating an awareness in youth leadership programs to include humanistic leadership principles that will eventually increase social welfare.

This study provides an insight into humanistic leadership phenomenon by giving a contextual example from the UAE. As there has been no attempt to link humanistic leadership to the UAE culture, the findings of this paper will contribute to cross-cultural leadership research.

As societies worldwide continue to navigate and recover from the impacts of the Covid-19 pandemic, the world is at a unique crossroads. How can leaders in higher education institutions (HEIs) prioritize holistic human needs and maximize interpersonal and collegial human connection, while continuing to guide and grow successful learning communities both in-person and virtually? With potential costs and benefits in mind, pertinent literature is reviewed, and the limitations and silver linings presented by the ongoing pandemic are explored. Different forms of grief and loss experienced by faculty and students as well as the effects of technostress amid this time of change are also recognized. Concepts and practices introduced by prominent humanistic thought-leaders are discussed as a way to navigate the educational impacts created by the pandemic. A key finding presented is that leaders and HEIs that prioritize human connections and relationships, in concert with adopting technological advancements, are better equipped to maintain personal well-being while enhancing academic success in the long term. By fostering learning environments based on psychological safety, compassion, autonomy, and adaptability, humanistic leaders contribute to the betterment of HEIs as a whole. To this end, the enduring legacy of humanistic leadership is pivotal in this new era of global and individual humanistic transformation amid change.

The predominant neoliberal structure of capitalism and tourism as the fuel of capitalism exposes growing problems of injustice, unfairness and inequality. Places and communities around the world are currently expressing the need for radical changes in placemaking to be able to think, plan and act differently. This theoretical contribution adopts a humanistic management (HM) perspective of placemaking to promote places where people enjoy living, working, interacting and having meaningful experiences. Tourist destinations are relevant places to discuss the application of HM principles in practice and promote humanistic destinations and the humanisation of placemaking. This chapter concludes by arguing for an interface with eco-centric and posthumanist transformative approaches to promote holistic value-based placemaking and regeneration of places.