Abstract
This study aims to examine how CEO's traits could influence CSR performance, and different areas of CSR activities. It is drawn on all listed firms on the SBF120 4 between 2002 and 2013. The paper provides the following results. First, we show that powerful CEOs decrease socially responsible activities. Second, CEOs with advanced science or engineering degrees are negatively associated with global social performance and many specific areas of CSR activities. Third, when social performance increases, powerful CEOs have less influential effects on CSR scores. Also, in family-controlled businesses, business-graduated CEOs are more likely to increase the global social performance through investing in more ethical projects and considering communities' expectations. Finally, the effects of CEO's attributes on CSR performance are more influential in non-family firms and high-tech industries.