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Purpose The purpose of this paper is to explore how circular start-ups design and implement innovation into their business models to increase their positive impact. Design/methodology/approach This qualitative study is based on an exploratory multiple-case study involving six circular start-ups with positive impact in Poland. Data gathering took place via in-depth interviews with start-up founders. Findings The analysis demonstrates that three factors, which are strongly interconnected, can significantly influence the development of a circular start-up. The first is the purpose-led motivation for circularity as a solution, mostly concentrated on the environmental education of different market actors. The second factor is built on the aim to increase the positive impact by addressing the most pressing social and environmental problems. It determines the impact on society as well as on the environment and the extent to which its model can be scaled up. The third factor is driven by the understanding of the purpose of the innovation, concentrated on the business model innovation regarding circularity. Practical implications This paper demonstrates the benefits for diverse stakeholders and the importance of using circular business models in start-up development. Circularity can be perceived as a main part of the new approach to improve sustainability. Originality/value Circular start-ups represent a new phenomenon in the entrepreneurial market. While the structure and logic of the circular business model in start-ups are significantly unexplored in the management literature, this model is viewed as a crucial step in the direction of increasing the positive impact of start-ups. From a theoretical and practical perspective, it is important to understand the differences and similarities in this area within different markets.

Purpose – This paper aims to explore how the model of participative leadership may operate in the context of partnership with internal stakeholders. By linking the moral claims of an organization's employees to CSR strategies, an organization can strengthen emotional bonds with its key stakeholders, and create deeper, longer‐lasting relationships that translate to increased support, loyalty and a sense of stakeholder ownership.Design/methodology/approach – Although there are many definitions of leadership, none of them is universally agreed‐upon. The paper reviews different approaches and paradigms of leadership and the role of ethical values in leading responsible organizations. The effective and ethical leadership and the critical role of employees' participation in implementing corporate responsibility agenda are analyzed.Findings – Corporate responsibility strategy will succeed only if employees recognize that this strategy creates value for them as well. In recent times participative leadership is at...