{"manuscript_title":"<b>For Purpose: Shaped by Leaders, Beyond Borders and Boundaries</b>","abstract":"Abstract\nAs strategies for organizational purpose continue to gain prominence, the big question for executive leaders has shifted from ‘why invest in purpose as a core strategy?’ to ‘how?’ Our research advances this question and finds that success of the purpose strategy depends more on the influence of committed managers and colleagues than on external factors such as industry, country, or organization size. When leaders and teams act as role models, guides, and cohesive agents, employees are better able to internalize and actively contribute to the purpose. Doing so drives an organizational culture in which employees achieve not only identification with the organization but also adopt behaviors that drive the organization’s development. Framed in Social Learning Theory, and considering data from 13772 employees and 3080 supervisors in 50 different organizations, our research emphasizes the power of the immediate context over the overall context.","keywords":["<b>Strong corporate purpose, Purpose-driven managers, Purpose-driven coworkers, Feeling of belongingness, Extra-role behaviors.</b>"]}