Although corporate social responsibility (CSR) champions and employee CSR networks are increasingly used to embed CSR throughout organizations, there remains a lack of understanding relating to how leadership between co-workers, as opposed to managers and subordinates, influences employee willingness to engage in CSR. The aim of this research was therefore to analyse employee perspectives on the perceived role and effectiveness of CSR champions in facilitating employee CSR engagement. Semi-structured interviews with CSR champions (22) and both engaged (15) and disengaged (14) employees were conducted across three hospitality and tourism organizations. Stakeholder, social identity, and social capital theory were subsequently utilised to explain both individual and relational mechanisms affecting employee behaviour in relation to CSR peer-leadership and CSR engagement, and how these may differ between employees based on their existing level of engagement. Counterintuitive findings suggest that although champions can drive engagement, these individuals also actively facilitate disengagement. A spectrum of employee CSR engagement is subsequently presented, identifying how employees’ current levels of engagement, social capital, and social identity moderate the effectiveness of leadership by CSR champions. By acknowledging individual needs in relation to CSR engagement, the framework presents alternative means to engage a range of employees, including those who are disengaged from organizational CSR.