Abstract
This study investigates obstacles to the adoption of Corporate Social Responsibility (CSR) by Caribbean Small and Medium-sized Enterprises (CSMEs) in the tourism and hospitality sector. It examines the potential for leadership practices to overcome CSR obstacles. CSMEs play a vital role in regional economic sustainability, and this study bridges the literature gap on how leadership influences CSR adoption. A qualitative desk research approach was employed, guided by four theoretical frameworks: (1) Transformational Leadership Theory, (2) Stakeholder Theory, (3) Institutional Theory, and (4) Resource-Based View Theory. These theories examine how CSR adoption is moulded by internal leadership, stakeholder relations, institutional pressures, and resource endowment. By analysing academic literature, industry publications, and Caribbean case studies, the study determined principal leadership styles, CSR barriers and opportunities for improved sustainability performance. Empirical evidence indicates that although financial dissuaders, weak regulations, and inadequate institutional support discourage CSR adoption, effective leadership practices founded on vision, innovation, and stakeholder engagement augment implementation. Transformational leaders devoted to sustainability, who incorporate stakeholder values, emerge as superior in overcoming systemic detriments. A leadership style based on a multi-theoretical framework can enable a standardised and suitable CSR framework. Recommendations include tailored leadership training, policy incentives, regional cooperation, and sharing context-specific CSR models.