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Article
Publication date: 6 February 2017

Beaufort Longest

The purpose of this paper is to expand attention to responsible leader behavior in the world’s health sectors by explaining how this concept applies to health sectors, considering…

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Abstract

Purpose

The purpose of this paper is to expand attention to responsible leader behavior in the world’s health sectors by explaining how this concept applies to health sectors, considering why health sector leaders should behave responsibly, reviewing how they can do so, and asserting potential impact through an applied example.

Design/methodology/approach

This paper is a viewpoint, reflecting conceptualizations rooted in leadership literature which are then specifically applied to health sectors. A definition of responsible leader behavior is affirmed and applied specifically in health sectors. Conceptualizations and viewpoints about practice of responsible leader behavior in health sectors and potential consequences are then discussed and asserted.

Findings

Leadership failures and debacles found in health, but more so in other sectors, have led leadership researchers to offer insights, many of them empirical, into the challenges of leadership especially by more clearly delineating responsible leader behavior.

Practical implications

Much of what has been learned in the research about responsible leader behavior offers pathways for health sector leaders to more fully practice responsible leadership.

Social implications

This paper asserts and provides a supporting example that greater levels of responsible leader behavior in health sectors hold potentially important societal benefits.

Originality/value

This paper is the first to apply emerging conceptualizations and early empirical findings about responsible leader behavior specifically to leaders in health sectors.

Details

Leadership in Health Services, vol. 30 no. 1
Type: Research Article
ISSN: 1751-1879

Keywords

Article
Publication date: 5 March 2021

Aneeq Inam, Jo Ann Ho, Siew Imm Ng and Rosmah Mohamed

Leadership styles appear to influence unethical pro-organizational behavior (UPB), but there has been little empirical research on employees' ethical behavior as an outcome of…

1600

Abstract

Purpose

Leadership styles appear to influence unethical pro-organizational behavior (UPB), but there has been little empirical research on employees' ethical behavior as an outcome of responsible leadership. This study examines the positive effect of responsible leadership on unethical pro-organizational behavior (UPB) via the mediator, leader–member exchange (LMX).

Design/methodology/approach

Responses from 200 full-time working employees in Pakistan were collected in two waves, and structural equation modeling was used to test the hypotheses.

Findings

The results indicated that LMX mediated the relationship between responsible leadership and UPB. Our research also yielded a negative relationship between responsible leadership and employees' willingness to engage in UPB and between LMX and UPB. In addition, the mediation and direct relationship results were stronger for employees who spent more than seven years in the organization as compared to those with less than seven years.

Research limitations/implications

The leader's responsible behavior trickles down to the subordinates and encourages their employees to behave responsibly too. We also showed that responsible leadership influenced employees’ UPB engagement through LMX.

Practical implications

By adopting a responsible leadership style through training practices and appraisal tools, organizations may increase quality exchange relationship between leader and subordinates, which will reduce UPB.

Originality/value

This paper is one of the few empirical studies which have examined the relationship between responsible leadership, LMX and UPB. The results from our study help to enhance findings from earlier studies on the antecedents of UPB. Contrary to previous studies, our study also shows that LMX can lead to ethical behavior i.e. reduce UPB.

Details

International Journal of Manpower, vol. 42 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 9 August 2022

Salman Zulfiqar, Zoia Khan and Chunhui Huo

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully…

Abstract

Purpose

The study aims to explore ‘motivational climate', which designs the recurring patterns associated with employees' attitudes, behaviour, and feelings. If organizations successfully adopt a motivational climate, such climate influences the performance and behavior of employees to a great extent. Responsible leadership plays a constructive role in injecting a motivational climate in an organization to ensure information flow. In a motivational climate, top management or leaders reward their employees for individual progress, improvement and mastery. Knowledge sharing is supported in a mastery climate because such a climate can reduce the motive of knowledge hiding and instead further help in stimulating creativity.

Design/methodology/approach

Study was to scrutinize a moderated-mediation model, a quantitative hypothetic deductive approach to verify the hypotheses of the study. The data were gathered from employees and supervisors of advertising agencies and marketing departments in metropolitan cities of Punjab, Pakistan. Such firms and departments are considered because they offer a great opportunity to relevant variables and their relations. These organizations and departments are the most creativity-seeking domains and involve frequent interactions (for instance, regular meetings) between leaders with their employees and among peers. Data were primarily gathered from managerial employees performing their duties in the areas mentioned above.

Findings

Current study reveals that RL has a positive and significant relation with employee creative behaviour. Increasing RL characteristics can ultimately boost employee performance in the creativity domain. Being a responsible leader becomes mandatory for leaders to foster employee creativity to maintain the sustainability of an organization. It is confirmed from the results that responsible leadership articulates the mind thinking of employees, which creates an open environment of information while persuading creative and similar behaviour.

Originality/value

The current research investigates how responsible leadership can efficiently leverage the stakeholder approach in influencing employees through a knowledge-based pathway to boost their creative behaviour. The current study tends to uncover the mediating effect of the basic construct of knowledge management, which is knowledge sharing. Knowledge sharing enables employees to exchange their information while creating mutual understanding, which helps in the smooth flow of knowledge within the organization; this flow enriches employees to think openly in a creative and appreciative environment.

Details

Kybernetes, vol. 52 no. 11
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 26 December 2023

Osman Seray Özkan, Seval Aksoy Kürü, Burcu Üzüm and Önder Ulu

The aim of this research, which uses the theories of social identity and social exchange, is to investigate the relationship between responsible leadership, prosocial behavior and…

Abstract

Purpose

The aim of this research, which uses the theories of social identity and social exchange, is to investigate the relationship between responsible leadership, prosocial behavior and the mediating role of psychological ownership in this relationship. In addition, the moderating role of ethical and social responsibility in the relationship between responsible leadership and psychological ownership is tested in the study.

Design/methodology/approach

The sample of the research consists of 246 participants who work full-time at İstanbul Sabiha Gökçen Airport in ground handling services (GHS). The convenience sampling method was used in the research, and the research data were collected by the face-to-face survey method. The hypotheses of the research were tested with the partial least squares structural equation model (PLS-SEM) and SPSS Process Macro.

Findings

According to the results, it was determined that responsible leadership affects prosocial behavior positively and significantly, and psychological ownership plays a mediating role in this relationship. In addition, the moderating effect of ethical and social responsibility on the relationship between responsible leadership and psychological ownership was determined. When ethical and social responsibility is perceived as high by the employees, it was revealed that the conditional indirect effect of responsible leadership on prosocial behavior through psychological ownership was strong.

Research limitations/implications

When responsible leadership encourages employees to take psychological ownership, they are more likely to engage in prosocial behavior. This study contributes to the field by evaluating the structures discussed with social identity and social exchange theory. In the management practice of organizations, responsible leadership should be strengthened and training should be given to develop responsible leadership.

Originality/value

In the literature review, it was observed that although there are studies conducted with responsible leadership, the concept was not examined with prosocial behavior, and it was not studied in the aviation sector, which has become indispensable for the world economy. With these features, the study distinguishes itself from others and constitutes a source of motivation for researchers.

Details

Leadership & Organization Development Journal, vol. 45 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Abstract

Details

Responsible Investment Around the World: Finance after the Great Reset
Type: Book
ISBN: 978-1-80382-851-0

Article
Publication date: 1 August 2023

Priyanka Pathak and Sumi Jha

The study explores the current research trends within the responsible leadership (RL) domain and proposes a future research agenda by conducting an extensive review of past…

Abstract

Purpose

The study explores the current research trends within the responsible leadership (RL) domain and proposes a future research agenda by conducting an extensive review of past research. The study aims to understand recent developments in theories, constructs and contexts in RL literature.

Design/methodology/approach

Scopus database is used for the data collection on RL and patterns from 1998–2022. In total, 138 articles were covered for a systematic literature review (SLR) of RL behaviors. Further, the search was extended, and 109 more articles were included for bibliometric analysis of RL using R software. In total, 247 papers were reviewed.

Findings

The results present the consequences and antecedents of RL behaviors with external and internal stakeholders. Literature also indicates that researchers are more attentive to empirical studies with internal stakeholders, such as responsible leaders' impact on employee outcomes. Among theories, stakeholder theory's normative integrative and instrumental perspectives are used with RL.

Research limitations/implications

The first limitation of the study is that this study collected data only from the Scopus database and the choice of language was English. Future studies may use other databases, languages and keywords. Instrumental and integrative RL behavioral styles would help balance organizations' financial and social goals.

Originality/value

This research enhances the literature on RL by combining content and bibliometric analysis to develop a more systematic and comprehensive understanding of integrative and instrumental leadership behaviors.

Details

Benchmarking: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-5771

Keywords

Article
Publication date: 14 July 2017

Charbel Greige Frangieh and Hala Khayr Yaacoub

This study aims to provide a point of reference and another of guidance for future research on the topic of responsible leadership by exploring its challenges, outcomes and…

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Abstract

Purpose

This study aims to provide a point of reference and another of guidance for future research on the topic of responsible leadership by exploring its challenges, outcomes and practices.

Design/methodology/approach

A systematic review of the literature, originally adopted from the medical sciences but also used in management and leadership studies, was conducted to integrate research in an organized, translucent and reproducible manner. The final sample of 46 empirical and conceptual studies were scientifically screened and synthesized.

Findings

The synthesis revealed that balancing stakeholder needs, personal characteristics and organizational structures are the main challenges against responsible leadership, whereas financial benefits, employees-related benefits and reputational gains among others are the main outcomes. Practices pinpointed, while scarce, are represented in nurturing a stakeholder culture, and engaging employee-related and human-resource-responsible functions.

Originality/value

This study contributes to the development of responsible leadership.

Details

Journal of Global Responsibility, vol. 8 no. 2
Type: Research Article
ISSN: 2041-2568

Keywords

Article
Publication date: 9 November 2023

Sadhna Sargam and Ashish Pandey

Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign…

Abstract

Purpose

Understanding societal expectations of a leader's responsibility and context-specific challenges in less-researched emerging economies has become imperative for foreign Multinational enterprises (MNEs) to survive in these contexts while developing globally responsible leaders. Identification of institutionally sanctioned characteristics, competencies and strategies that assist leaders in dealing with such challenges while achieving shared value has wider implications for academics, practitioners and the literature on responsible leadership (RL), which is the purpose of this paper.

Design/methodology/approach

The authors conducted in-depth interviews of 28 senior indigenous leaders in 3 Indian Multinational corporations (MNCs) in construction sector, following a grounded theory approach.

Findings

The authors identified three vital institutionally driven challenges and four individual-level societal-driven factors, subsequently influencing leaders' strategic decisions and choices to deal with such challenges beyond passive conformance. Contrary to the previous findings, this study also briefly discusses that a mere ethical climate is insufficient; organizations must develop a holistic values climate that works as contextual factors to influence RL.

Originality/value

Contrary to the previous findings suggesting Indian leaders' conformance to constraining forces to RL, by adopting a multilevel approach, the authors identify the context-specific strategic behaviors that responsible leaders adopt in dealing with such forces responsibly. Thus, it is the first multilevel inductive approach conducted in a non-Western context, offering a discrete understanding of RL while addressing some of the inconsistencies in the literature and contributing to cross-cultural leadership research. Also, findings highlight the factors of RL that are more emic and etic for generalization.

Details

Cross Cultural & Strategic Management, vol. 30 no. 4
Type: Research Article
ISSN: 2059-5794

Keywords

Article
Publication date: 9 February 2021

Muzhar Javed, Muhammad Waheed Akhtar, Khalid Hussain, Muhammad Junaid and Fauzia Syed

Drawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates…

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Abstract

Purpose

Drawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates the moderating role of authenticity on the relationship between responsible leadership and its multi-level effects, i.e. relational social capital, corporate social performance and community citizenship behaviour among employees.

Design/methodology/approach

The authors conducted four field studies using the quantitative methodology to test the hypotheses. In study 1 (N = 236), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and relational social capital. In study 2 (N = 203), by adopting a multi-wave research design, the authors examine the relationship between responsible leadership, authenticity and corporate social performance. In study 3 (N = 203), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and employees' community citizenship behaviour. In study 4 (N = 257), by adopting a multi-wave and multi-source research design, the authors capture the impact of responsible leadership on outcomes (social capital, corporate social performance and community citizenship behaviour) with a boundary condition of authenticity.

Findings

The authors find that responsible leadership enhances relational social capital, improves a firm's social performance and develops community citizenship behaviour among employees. Further, the study finds that authenticity positively moderates the relationship between responsible leadership and its multi-level outcomes.

Originality/value

First, it is a maiden study to investigate the multi-level outcomes of RL in a series of three empirical studies. Second, it contributes to RL literature by testing a unique moderating role of authenticity between RL and its multi-level outcomes of relational social capital, corporate social performance and employees' community citizenship behaviour. This study also provides empirical evidence for the multi-level implications of stakeholder theory.

Details

Leadership & Organization Development Journal, vol. 42 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

Book part
Publication date: 9 August 2016

Günter K. Stahl, Christof Miska, Sheila M. Puffer and Daniel J. McCarthy

Highly publicized scandals and increased stakeholder activism for sustainable development have resulted in calls for more responsible global leadership. At the same time, emerging…

Abstract

Highly publicized scandals and increased stakeholder activism for sustainable development have resulted in calls for more responsible global leadership. At the same time, emerging economies characterized by weak institutions, political instability, and a shaky rule of law have gained in importance for global business. Under the lens of responsible global leadership, we highlight the challenges that global leaders face in addressing the needs of diverse, cross-boundary stakeholders, with a particular focus on Western multinational enterprises (MNEs) doing business in emerging markets. We identify three prototypical approaches that MNEs and their leaders take in responding to calls for responsible global leadership, focusing on the tensions and possible trade-offs between globally integrated and locally adapted approaches. We discuss the implications in view of managerial decision making and behavior and offer recommendations for how organizations may promote responsible global leadership.

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