Exercising responsible leadership in a Singapore context
Leadership & Organization Development Journal
ISSN: 0143-7739
Article publication date: 12 October 2017
Issue publication date: 23 February 2018
Abstract
Purpose
The purpose of this paper is to explore the western developed notion of responsible leadership (RL) from a Singapore context.
Design/methodology/approach
Following the qualitative research tradition, face-to-face interviews with 20 influential Singaporean leaders were developed into case studies. Grounded theory methodology was applied to identify similarities and differences within and across cases.
Findings
The findings reveal that the interviewed Singaporean leaders projected traits and values consistent with western definitions of responsible and effective leadership. Findings also suggest that contextual factors such as national culture and the ethos of the nation as well as leaders’ relational intelligence influence RL. These factors also help responsible leaders to better manage the tension between responsible and effective leadership.
Research limitations/implications
The small and geographically bound sample size makes it difficult to generalise the findings of this study. As in other ethics studies, interviewees’ desire to present a socially desirable image of themselves could be high in this study. Finally, the methods and analytical techniques applied may be biased and be influenced by the purposive selection of the participants.
Practical implications
Singaporean business leaders may need to consider the importance of retaining and developing the national culture and ethos of the nation, since these are the factors that have been identified in this study as key to influencing RL.
Originality/value
This study identifies the factors that influence RL from a Singapore context. It extends the understanding of the mostly western-based multi-level theory of RL.
Keywords
Citation
Koh, C., Fernando, M. and Spedding, T. (2018), "Exercising responsible leadership in a Singapore context", Leadership & Organization Development Journal, Vol. 39 No. 1, pp. 34-50. https://doi.org/10.1108/LODJ-09-2015-0215
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited