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Article
Publication date: 28 November 2023

Alice J.M. Tan, Shujuan Xiao, Katie Kaiqi Jiang and Zitong Chen

This study aims to examine the relationship between employees’ psychological contract breach and two types of voice behavior based on the social exchange theory. Additionally, the…

Abstract

Purpose

This study aims to examine the relationship between employees’ psychological contract breach and two types of voice behavior based on the social exchange theory. Additionally, the study explores the role of globally responsible business leadership in buffering the negative impacts of psychological contract breach on voice.

Design/methodology/approach

Survey data was collected from Chinese full-time employees and the final sample size is 337. Partial least squares structural equation modeling was used to test the hypotheses.

Findings

Findings indicate that psychological contract breach (PCB) has a positive and significant impact on employee aggressive voice behavior (AVB), while its relationship with constructive voice behavior (CVB) is not significant. Furthermore, globally responsible business leadership (GRBL) weakens the negative relationship between PCB and CVB, while strengthens the positive relationship between PCB and AVB.

Practical implications

The findings assist organizations in better recognizing the detrimental consequences of psychological contract breach. Second, the findings serve as a reminder to managers of the benefits of displaying globally responsible business leadership. Third, managers should recognize the complexities of globally responsible business leadership.

Originality/value

First, this study sheds new light on the impact of PCB on employees’ desirable and undesirable proactive behaviors by investigating how and when psychological contract breach affects two types of voice behavior. Second, the moderating role of GRBL further enriches our understanding of how to buffer negative effects of PCB and the desirable function of GRBL. Third, this study enriches the social exchange theory by investigating whether the leader−employee relationship will compensate for the failure of organization−employee relationship.

Details

Journal of Global Responsibility, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2041-2568

Keywords

Article
Publication date: 25 January 2024

Muhammad Rafiq, Tat-Huei Cham, Siti Hamisah Tapsir, Adil Mansoor and Muhammad Farrukh

This study aims to examine the association between globally responsible leadership (GRL) and pro-environmental behavior (PEB), specifically probing the mediating role of green…

Abstract

Purpose

This study aims to examine the association between globally responsible leadership (GRL) and pro-environmental behavior (PEB), specifically probing the mediating role of green management initiatives (GMI) in this relationship.

Design/methodology/approach

This study used a quantitative research design, using survey data from 390 participants working in manufacturing sector organizations in one of the emerging economies in the Asian region, namely, Pakistan. AMOS was used to test the hypothesized relationships.

Findings

The results reveal that GRL has a significant positive link with GMI and PEB. In addition, this study found that GMI mediates the association between GRL and PEB, suggesting that GRL indirectly promotes PEB through the implementation of GMI.

Research limitations/implications

This study has several limitations, including its reliance on self-reported data, its cross-sectional design and its focus on participants from only one nation. Future research may benefit from using mixed-study designs and diverse samples from multiple industries and nations.

Practical implications

The results suggest that businesses can promote PEB among their staff by adopting GRL and implementing GMI. In doing so, businesses can demonstrate their commitment to sustainability, enhancing their credibility and competitive advantage.

Originality/value

This research contributes several new insights to the existing literature on sustainable leadership. First, it provides empirical evidence to support the hypothesis that GRL, GMI and PEB are interrelated. Second, it highlights the mediating role of GMI in this relationship.

Details

Journal of Global Responsibility, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2041-2568

Keywords

Open Access
Article
Publication date: 2 June 2023

Nicola M. Pless

Responsible leadership is a concept that links leadership, corporate social responsibility, sustainability and ethics to business performance and actions of senior executives and…

Abstract

Responsible leadership is a concept that links leadership, corporate social responsibility, sustainability and ethics to business performance and actions of senior executives and board members. This keynote illuminates how responsible leadership mindsets and their diverse understandings of the purpose of business are related to organizational level stakeholder engagement and corporate social responsibility approaches at the upper echelon. A first link is established between broader social movements (e.g., US Business Roundtable, Conscious Capitalism, Social Entrepreneurship movement) and the social identity of responsible leaders, thereby contributing to the discussion of the changing nature of the purpose of business. The article closes with a Q&A session.

Book part
Publication date: 14 December 2023

Liangrong Zu

In this chapter, the author underscores the crucial role of the international community in promoting and facilitating responsible management education in business and management…

Abstract

In this chapter, the author underscores the crucial role of the international community in promoting and facilitating responsible management education in business and management schools, as well as higher educational institutions. The chapter highlights the initiative on the Principles of Responsible Management Education (PRME), which has been supported by the United Nations and adopted by hundreds of schools and universities worldwide. The author explains that PRME aims to equip students with the necessary knowledge, skills, mindset and capabilities to bring about rapid and scalable improvements to society. Given that today's students are tomorrow's business leaders, policymakers and organizational heads, investing in responsible management education is crucial. This chapter emphasizes that responsible educational efforts can produce better citizens and future leaders, enabling them to create the world that we aspire to live in. This chapter underscores the importance of global collaboration and commitment to promoting responsible management education. When working together to prioritize ethical and sustainable practices in business and management education, we can foster a new generation of leaders who are equipped to drive positive change in the world.

Details

Responsible Management and Taoism, Volume 2
Type: Book
ISBN: 978-1-83797-640-9

Keywords

Open Access
Article
Publication date: 20 October 2022

Vanessa Duckenfield

Putting relationships at the heart of what we do.

Abstract

Putting relationships at the heart of what we do.

Details

Emerald Open Research, vol. 1 no. 14
Type: Research Article
ISSN: 2631-3952

Keywords

Article
Publication date: 8 December 2023

Basit Ali Bhat, Manpreet Kaur Makkar and Nitin Gupta

Corporate leadership and environmental, social and governance (ESG) performance are closely intertwined, as effective corporate leadership can facilitate the achievement of strong…

Abstract

Purpose

Corporate leadership and environmental, social and governance (ESG) performance are closely intertwined, as effective corporate leadership can facilitate the achievement of strong ESG performance. Thus, the purpose of the study is to investigate the impact of corporate board leadership on the ESG performance of listed firms.

Design/methodology/approach

The sample has been taken from the listed firms of the Nifty 500 index spanning the period of 10 years from 2012 to 2022. Dynamic panel data estimations are applied through a fixed effect model.

Findings

The findings of this study revealed that board size, board independence and board qualification have a significant positive influence on ESG performance. It is evident that good corporate governance practices can positively influence ESG performance by fostering accountability, transparency and ethical behavior, as well as better integrating ESG considerations into their decision-making processes and ensuring that ESG issues are prioritized at the highest levels of management. Further findings also revealed that chief executive officer (CEO) duality has a significant negative relationship with ESG performance, which goes against the belief of stakeholder theory.

Social implications

It has practical implications for policymakers, as they can enact new regulations pertaining to the CEO’s position in the organizations to make corporate governance responsible for improved sustainability and ESG performance.

Originality/value

There are very few studies analyzing the impact of corporate board structure on ESG performance related to emerging markets. Thus, this study contributes to that literature by using the methodology GMM panel data for the first time as per our knowledge

Details

Journal of Global Responsibility, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2041-2568

Keywords

Content available
Book part
Publication date: 14 December 2023

Liangrong Zu

Abstract

Details

Responsible Management and Taoism, Volume 2
Type: Book
ISBN: 978-1-83797-640-9

Open Access
Article
Publication date: 16 June 2023

Akram Hatami, Jan Hermes, Anne Keränen and Pauliina Ulkuniemi

To respond to recent calls for better understanding of the complexities related to happiness management, especially from the employees' perspective, this study examines how…

1187

Abstract

Purpose

To respond to recent calls for better understanding of the complexities related to happiness management, especially from the employees' perspective, this study examines how corporate volunteering (CV), as one form of corporate social responsibility (CSR), creates sustainable happiness in business organizations.

Design/methodology/approach

Theoretical knowledge of CSR and CV as well as the literature on happiness management was examined to form a preliminary understanding of the phenomenon. The empirical section includes a qualitative multiple case study including two company cases of CV in Finland. The data were collected through qualitative interviews. Empirical analysis was made using thematical coding based on existing theory but also by allowing themes to emerge inductively from the data as well.

Findings

The study found that CV enables the emergence of sustainable happiness by allowing individual employee volunteers to transition from individual and rational mindsets to collective and emotional mindsets. A third transition was also identified, a process of change in the volunteers' approach in life that the authors describe as “from actual to potential”.

Originality/value

The study provides a theoretical contribution to the existing literature on happiness management by identifying the third dimension, from actual to potential, and depicting the way this allows employees to move from a state of being to becoming and thus the emergence of sustainable happiness. The study also contributes to existing literature on CV and CSR by revealing the way CV, as a form of practical CSR activity, generates happiness. This study concludes that companies' strategic activities that engage with society can create sustainable happiness for employees who participate. In order to achieve this, volunteering employees should have the chance to reflect on their experience and constant support from managers.

Details

Management Decision, vol. 62 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

Open Access
Article
Publication date: 28 July 2023

Jeremias De Klerk and Bernard Swart

Background: Amid increasing leadership failures in the global business context, the mining industry is one of the industries with many adverse incidents, affecting employee…

Abstract

Background: Amid increasing leadership failures in the global business context, the mining industry is one of the industries with many adverse incidents, affecting employee safety, the environment, and surrounding communities. Emerging economies tend to have unique socio-economic challenges and greater relative economic dependence on mining, presenting unique challenges to leaders. The purpose of this research was to study the realities of responsible leadership in the mining industry in an emerging economy.

Methods: A qualitative research study, consisting of semi-structured interviews was conducted. Nine senior mine managers were selected to represent perspectives from different operations and mining houses. Data was gathered from August to October 2020 in South Africa, an emerging economy with significant mining operations. A thematic analysis of interview transcripts was conducted through the use of software, rendering five themes, with 12 sub-themes.

Results: The research found that requirements on mining leaders in emerging economies demand consistent balancing of a complex set of competing risks, whilst attending to paradoxical requirements among operations, and internal and external stakeholders. Leaders face several competing requirements from stakeholders, the environment, mining practices, and time frames. Responsible leaders must navigate a paradoxical maze of needs and time horizons, with several conflicting forces and dilemmas, and dichotomous relationships. Responsible leadership in the mining industry of an emerging economy is a proverbial minefield of paradoxes and dilemmas between responsible intentions and practical realities. These paradoxes and dilemmas are specifically acute in the context of emerging economies due to the dire socio-economic situations. A total of 10 competencies emerged as essential responsible leadership requirements in this context.

Conclusions: The study provides an in-depth understanding of the intricacies of responsible leadership in the mining industry of an emerging economy. This understanding will contribute to capacitating leaders in the mining industries of emerging economies to act responsibly.

Details

Emerald Open Research, vol. 1 no. 11
Type: Research Article
ISSN: 2631-3952

Keywords

Article
Publication date: 1 March 2024

K. Thomas Abraham

This paper aims to elucidate responsible leadership as a construct with strong moral and ethical underpinnings, as well as a focus on multiple stakeholders and the triple bottom…

Abstract

Purpose

This paper aims to elucidate responsible leadership as a construct with strong moral and ethical underpinnings, as well as a focus on multiple stakeholders and the triple bottom line. This paper also highlights the interdependence of the economic, social and environmental dimensions of a business to achieve corporate sustainability.

Design/methodology/approach

This conceptual paper is the outcome of analysing and synthesizing the findings of the literature review on three main constructs: responsible leadership, triple bottom line and corporate sustainability. This review enabled the development of logical associations among these constructs.

Findings

The literature revealed logical associations between responsible leadership, the triple bottom line and corporate sustainability. All three constructs embody the three dimensions of economic, social and environmental sustainability, which form the basis of the associations.

Practical implications

Responsible leadership, grounded in stakeholder theory, goes beyond the traditional dyadic leader–follower relationship to influence multiple stakeholders within and outside the organization and achieve positive outcomes for both the organization and society. Multiple levels of outcomes and higher levels of organizational performance for businesses are the hallmarks of responsible leadership.

Originality/value

This paper highlights the importance of responsible leadership and triple bottom-line performance for corporate sustainability. Responsible leadership has the potential to create significant impact on business and society, to achieve long-term corporate sustainability. A conceptual model of responsible leadership is also proposed to show the association between responsible leadership, the triple bottom line and corporate sustainability.

Details

Journal of Global Responsibility, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2041-2568

Keywords

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