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This study aims to investigate the interplay between leadership styles and institutional corporate social responsibility (CSR) practices with non-governmental organizations (NGOs). Field survey of employee’s reveals that firms with greater ethical leadership are more likely to engage in institutional CSR practices with NGOs, whereas transformational leadership is associated relatively less with such practices. This research highlights the differential roles that ethical and transformational leadership styles play for a firm’s institutional CSR practices with NGOs and has significant implications for theory and practice.