Purpose -This study aims to propose the application of relational leadership theory (RLT) for magnifying the dynamics involving the individual who participates in the implementation of corporate social responsibility (CSR) practices in the hospitality sector. Dominant theories in this field fail to show what drivers affect such dynamics. The key preoccupation of those frameworks is the extent to which CSR can attract, motivate and retain employees. Design/methodology/approach - This study uses both qualitative and quantitative methods. Through a quantitative survey involving circa 1,300 hotels, and qualitative semi-structured interviews, this study seeks to unpick what actors identify as sustainable practice driving motives, which, in turn, influence the implementation of CSR initiatives. In this perspective, actors drift away from being mere receivers, or executors of sustainable practices, acquiring a more active role. The qualitative data of this study are collected through semi-structured interviews in hotels in Italy, the UK and Pakistan and run the quantitative survey across the same three countries. Findings - The quantitative data showed a significant positive correlation between economic incentive and teamwork in CSR practices. This aligned with the qualitative data that showed two main drivers - responsibility and convenience - displaying characteristics of collectivity and collaboration, which tie to the principles of RLT. Research limitations/implications - This study posits the relevance of relatedness at multiple levels to spot how CSR initiatives can produce varying "hospitality work" outcomes. Originality/value - By focusing on actors and identifying the driving motives of sustainable initiatives, this paper suggests that leaderful practice stands at the core of CSR implementation.
