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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

Article
Publication date: 23 June 2023

Leila Afshari, Muhammad Shakil Ahmad and Talha Mansoor

This paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study…

Abstract

Purpose

This paper investigates the relationships between responsible leadership and employees' knowledge sharing behavior and performance in the healthcare sector. The present study provides deeper insights into those relationships by uncovering the mechanisms through which relational and ethical dimensions of responsible leadership influence knowledge sharing outcomes. Drawing on the social exchange theory, this study examines the mediating role of trust in the leader and leadership support.

Design/methodology/approach

Data were collected from 445 healthcare professionals in Pakistan. Structural equation modeling was employed to analyze the data.

Findings

The study findings revealed that responsible leaders enhance knowledge worker performance and knowledge sharing behavior through enhancing trusting relationships with followers and providing support. Furthermore, the authors investigated the moderating role of goal orientation, and the results showed that the effect of responsible leadership on knowledge worker performance was stronger for highly goal-oriented employees.

Practical implications

This research suggests that human resource managers interested in fostering knowledge sharing behaviors, must focus on cultivating responsible leadership behavior within their organizations. Furthermore, this study findings propose that HRM practices should foster employee goal orientation in order to enhance knowledge workers' performance.

Originality/value

This study makes a novel contribution to the literature by shifting the research focus from the traditional view of leadership to a leadership style more responsive to the reciprocity nature of the relationships between employees and leaders. By shifting the focus to a relational-ethical based leadership style, the current study was able to fully uncover the underlying mechanisms linking responsible leadership to knowledge sharing outcomes.

Details

Personnel Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 11 August 2023

Zhao Wang, Yijiao Ye and Xuefeng Liu

This paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering…

Abstract

Purpose

This paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering diverse organizational climates (including ethical, service and initiative climates) as mediators and CEO founder status as a moderator.

Design/methodology/approach

This study analyzed survey data from 212 service organizations in China with structural equation modeling.

Findings

The results clearly established that CEO responsible leadership played a crucial role in augmenting both CSR and organization performance by shaping positive organizational climates. Notably, CEO responsible leadership significantly fostered ethical, service and initiative climates. Furthermore, an ethical climate promoted CSR and organization performance, whereas service and initiative climates specifically enhanced organization performance. Additionally, responsible CEOs with founder status exhibited a higher propensity for enhancing ethical, service and initiative climates within service organizations.

Practical implications

Service organizations should take measures to build CEO responsible leadership, especially for CEOs with founder status. Furthermore, service organizations should motivate employees to reach consensus on ethical conducts, superior service and proactive approach to work.

Originality/value

First, the findings on CEO responsible leadership’s effects on CSR and organization performance extend the research on responsible leadership outcomes. Second, this paper adds to responsible leadership literature through exploring the mediating effects of ethical, service and initiative climates. Finally, the finding on the moderating role of founder CEOs offers a novel perspective regarding the boundary condition of the effects of CEO responsible leadership.

Details

International Journal of Contemporary Hospitality Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 27 February 2024

Mahadih Kyambade, Joshua Mugambwa, Gideon Nkurunziza, Regis Namuddu and Afulah Namatovu

The purpose of this study is to examine the extent to which promoting sense of community moderates the relationship between servant leadership style and socially responsible…

Abstract

Purpose

The purpose of this study is to examine the extent to which promoting sense of community moderates the relationship between servant leadership style and socially responsible leadership (SRL) of public universities in Uganda.

Design/methodology/approach

The study adopted cross-sectional survey design to collect data at one point in time using self-administered questionnaires from 214 respondents to examine the relationship between servant leadership and socially responsible leadership with promoting sense of community as a moderator. The study used statistical package for social scientists (SPSS) PROCESS MACRO to establish clusters among the surveyed public universities and later a model was derived.

Findings

The study found a significant moderating effect of promoting sense of community on servant leadership and socially responsible leadership. Implying that investment in promoting sense of community creates awareness about the socially responsible leadership in public universities.

Practical implications

Managers of public universities need to pay keen interest in promoting sense of community to boost socially responsible leadership by building a strong servant leadership style through promoting sense of community for senior managers and leaders especially heads of departments, faculty deans and principals in public universities.

Originality/value

This study contributes to socially responsible leadership literature by advancing the idea that SRL is an important resource that enhances through instituting servant leadership and promoting sense of community in a complex environment. Ideally, servant leadership and promoting sense of community is one of the drivers of customer value, efficiency and effectiveness of public universities.

Details

International Journal of Educational Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0951-354X

Keywords

Article
Publication date: 19 June 2023

Hafiz Fawad Ali, Arooba Chaudhary and Talat Islam

This study aims to examine the association between responsible leadership and work engagement through the mediation of knowledge sharing. Further, the study explored the boundary…

Abstract

Purpose

This study aims to examine the association between responsible leadership and work engagement through the mediation of knowledge sharing. Further, the study explored the boundary condition of helping initiative behavior (HIB) between responsible leadership and knowledge-sharing (KS) behavior.

Design/methodology/approach

Considering work engagement as a global challenge, the data for this study was collected from 386 employees working in various organizations on convenience basis. Specifically, the data was collected in two waves through a questionnaire-based survey method and structural equation modeling was used for hypotheses testing.

Findings

The results reveal that responsible leadership directly and indirectly (through knowledge sharing) affects work engagement. In addition, HIB strengthens the association between responsible leadership and knowledge sharing.

Research limitations/implications

The study collected data from a developing country. However, the findings suggest management should implement such practices that enable leaders to be more responsible. Such leaders create a learning environment that enhances knowledge sharing and promotes work engagement.

Originality/value

Based on social exchange, this study explored the mediating role of KS behavior between responsible leadership and work engagement and the conditional role of HIB between responsible leadership and KS behavior.

Details

Global Knowledge, Memory and Communication, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9342

Keywords

Article
Publication date: 20 February 2024

Huma Bashir, Mumtaz Ali Memon and Nuttawuth Muenjohn

Promoting a safe workplace for everyone is a key tenet of Sustainable Development Goal 8 (SDG-8), which focuses on promoting inclusive and sustainable economic growth, employment…

Abstract

Purpose

Promoting a safe workplace for everyone is a key tenet of Sustainable Development Goal 8 (SDG-8), which focuses on promoting inclusive and sustainable economic growth, employment and decent work for all. Therefore, this study explores how responsible leadership ensures a psychologically safe workplace for everyone, leveraging employee-oriented human resource management. Specifically, drawing on signalling theory, this study aims to examine the impact of responsible leadership on employee-oriented HRM and the subsequent effect of employee-oriented HRM on employees' psychological safety. Furthermore, it investigates the mediating role of employee-oriented HRM in the relationship between responsible leadership and psychological safety.

Design/methodology/approach

Data was collected from banking professionals through a survey questionnaire. A total of 270 samples were collected using both online and face-to-face data collection strategies. The data was analysed using the Partial Least Squares Structural Equation Modelling (PLS-SEM) approach.

Findings

The findings reveal that responsible leadership ensures employee-oriented HRM, which subsequently enhances employees' psychological safety. Further, the results suggest that employee-oriented HRM acts as a mediator between responsible leadership and psychological safety.

Originality/value

Past studies have often emphasized HRM practices as antecedents of various attitudes and behaviours. The present study offers a novel contribution by conceptualizing and empirically validating employee-oriented HRM as a mechanism that links responsible leadership and psychological safety. It stands as the first of its kind to establish this significant relationship, shedding new light on the dynamics between responsible leadership, HRM practices and employees' sense of psychological safety.

Details

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

Keywords

Article
Publication date: 26 March 2024

Mark Ellis and Dianne Dean

The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.

Abstract

Purpose

The aim of this paper is to explore the stakeholder exclusion practices of responsible leaders.

Design/methodology/approach

An interpretive multiple case analyses of seven responsibly led organisations was employed. Twenty-two qualitative interviews were undertaken to investigate and understand perceptions and practice of responsible leaders and their approach to stakeholder inclusion and exclusion.

Findings

The findings revealed new and surprising insights where responsible leaders compromised their espoused values of inclusivity through the application of a personal bias, resulting in the exclusion of certain stakeholders. This exclusivity practice focused on the informal evaluation of potential stakeholders’ values, and where they did not align with those of the responsible leader, these stakeholders were excluded from participation with the organisation. This resulted in the creation and continuity of a culture of shared moral purpose across the organisation.

Research limitations/implications

This study focussed on responsible leader-led organisations, so the next stage of the research will include mainstream organisations (i.e. without explicit responsible leadership) to examine how personal values bias affects stakeholder selection in a wider setting.

Practical implications

The findings suggest that reflexive practice and critically appraising management methods in normative leadership approaches may lead to improvements in diversity management.

Originality/value

This paper presents original empirical data challenging current perceptions of responsible leader inclusivity practices and indicates areas of leadership development that may need to be addressed.

Details

Equality, Diversity and Inclusion: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-7149

Keywords

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: 26 March 2024

Zeba Khanam, Zebran Khan, Mohd Arwab and Ariba Khan

The aim of this study is to investigate the extent to which organizational justice (OJ) mediates between responsible leadership (RL) and employee turnover intention (TI).

Abstract

Purpose

The aim of this study is to investigate the extent to which organizational justice (OJ) mediates between responsible leadership (RL) and employee turnover intention (TI).

Design/methodology/approach

Both online and offline questionnaire was used to collect the data from 387 Indian health-care employees, and the data were analyzed using partial least squares structural equation modeling (PLS-SEM) with the help of SmartPLS 4.

Findings

The study’s findings demonstrated a significant positive association between RL and OJ and a negative association between OJ and employee TI. Furthermore, results also confirmed the mediating role of OJ between RI and TI.

Research limitations/implications

The generalizability of the study‘s data collection is limited because it is based on the responses of Indian health-care sector employees to an online and offline survey. The authors propose that the health-care sector uses RL as an approach that takes a broad view of the parties with a stake and focuses on creating fairness in acts and justice at the workplace to address the major issue of employee turnover.

Originality/value

This study expanded on previous research by demonstrating that the influence of responsible leadership on employee TI is mediated by OJ in the context of India’s health-care sector. It also contributes to the literature regarding RI, OJ and TI. The study also enriched the body of knowledge about using the PLS-SEM approach to predict employee TI.

Details

Leadership in Health Services, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1751-1879

Keywords

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

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