["Corporate Social Responsibility and Environmental Management, EarlyView. ", "\nABSTRACT\nDespite growing attention to corporate social irresponsibility, relatively few studies have examined the factors that may prevent its occurrence, particularly across diverse cultural contexts. Therefore, this study aimed to analyze the effect of immediate inspirational leadership on value orientation, as well as the effects of both on corporate social irresponsibility related to employees and related to the environment, based on the perceptions of employees of large companies operating in different countries, such as Brazil, Portugal, Malaysia, England, France, Germany, Canada and Hungary. After drawing up a structural model that connected the constructs, a survey was carried out with employees in Brazil and other countries, resulting in 500 respondents, 301 from Brazil and 199 from abroad. The analyses were carried out using structural equation modeling with partial least squares and multi‐group analysis. The results indicate that there are no statistically significant differences in the perceptions of employees of large companies in Brazil and abroad, suggesting that cultural differences between countries do not influence perceptions in the context of corporate social irresponsibility. Furthermore, regardless of the country of operation, immediate inspirational leadership tends to positively influence value orientation and negatively influence corporate social irresponsibility related to employees and the environment, while value orientation tends to reduce corporate social irresponsibility related to employees. Therefore, these findings suggest that, regardless of culture, immediate inspirational leadership and value orientation can be effective in mitigating corporate social irresponsibility, both in relation to employees and the environment, favoring social responsibility in large companies.\n"]