The impact of existence of royal family directors on corporate social responsibility reporting: a servant leadership perspective

Purpose Drawing on servant leadership theory, this study aims to investigate whether the presence of royal family members on boards of directors impacts corporate social responsibility (CSR) reporting. Design/methodology/approach CSR scores from a Bloomberg database are used and royal family data are collected from annual reports. The required analyses to test the hypotheses of this study have been performed. Findings The findings demonstrate a positive relationship between the presence of royal family directors and CSR reporting. Originality/value This study seeks to contribute to the literature on servant leadership theory and CSR by highlighting the impact of royal family directors on CSR reporting. This study may also contribute to an understanding of royal family leadership as a predictor of CSR reporting.