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Corporate social responsibility (CSR) refers to the voluntary integration of social and environmental concerns into companies’ operations. This qualitative case study investigates microentrepreneurs’ values and business activities related to CSR, particularly the elements of social responsibility (SR) via the responsible leadership (RL) approach. We investigate how entrepreneurs perceive the concept of SR, how SR is related to values and through which leadership activities they plan to implement SR. The case is a CSR training programme with 30 Finnish microentrepreneurs as attendants. The results show that entrepreneurs perceive SR on two levels: philosophical and practice-oriented levels. At the philosophical level, RL is being truthful to one’s own values and taking a long-term, holistic view, and the practical SR includes customer focus, staff equality, or community and network activity. Being true to one’s personal values and having a holistic long-term view of SR are the ground-building elements guiding leadership decisions in microenterprises. The practical level of RL is not limited to the microenterprise but, rather, extends to, for example, customers and business partners. The theoretical contribution to the RL literature is that the groundwork for SR in microenterprises is based on strategically sustainable businesses that are in line with entrepreneurs’ values but also simultaneously pursue a greater, more long-term purpose than a short-term profit-seeking. This study adds to the RL literature, indicating that, regardless of their owner-centricity and the focus on practically relevant leadership activities in the here and now, microenterprises pursue larger impacts on the community by adopting a holistic, future-oriented view. Although microenterprises are owner-centric and individual motivations play a significant role in RL, this study shows that, in socially and economically sustainable microenterprises, entrepreneurs’ personal values are integrated with those of the customers.

Although it is a relatively new concept, the literature on responsible leadership has gained prominence. Some systematic reviews have been published but none have focused on analyzing the Latin American context or tried to establish the role that it can play in the emergence of this phenomenon. This article reviewed the research on responsible leadership in Latin America and established two specific roles: On the one hand, the context can act as a pushing force, promoting the moral development of a responsible leader; on the other hand, the context can act as a pulling force that demands the emergence of responsible leaders. This research lays the foundations for research on responsible leadership in Latin America and highlights the importance of the context in its appearance, particularly in developing economies. JEL classification: M00; M10; M12. Resumen Aunque es un concepto relativamente nuevo, el liderazgo responsable ha ganado relevancia en la literatura. Si bien se han realizado revisiones sistemáticas sobre dicho concepto, ninguna se ha enfocado en analizar los trabajos desarrollados en el contexto latinoamericano ni ha tratado de establecer el rol particular que este puede jugar en la emergencia del fenómeno. Este artículo revisó las investigaciones realizadas sobre liderazgo responsable en Latinoamérica y logró identificar dos roles específicos: por un lado, el contexto puede actuar como una fuerza impulsora que promueve el desarrollo moral del líder responsable; por otro lado, puede actuar como una fuerza de tracción que demanda la emergencia de líderes responsables. Esta revisión contribuye sentando bases para adelantar investigaciones sobre liderazgo responsable en Latinoamérica y resaltar la importancia del contexto en la manifestación de dicho fenómeno, particularmente en economías en desarrollo. Resumo Embora seja um conceito relativamente novo, a liderança responsável tem ganhado relevância na literatura. Embora tenham sido realizadas revisões sistemáticas sobre esse conceito, nenhuma se concentrou em analisar o trabalho realizado no contexto latino-americano ou tentou estabelecer o papel particular que ele pode desempenhar na emergência do fenômeno. Este artigo revisou a as pesquisas realizadas sobre liderança responsável na América Latina e conseguiu identificar dois papéis específicos: por um lado, o contexto pode atuar como uma força motriz que promove o desenvolvimento moral do líder responsável; por outro lado, pode atuar como uma força motriz que exige o surgimento de líderes responsáveis. Esta revisão contribui a lançar as bases para avançar na pesquisa sobre liderança responsável na América Latina e destacar a importância do contexto na manifestação desse fenômeno, particularmente nas economias em desenvolvimento.

In the 21st century, we see a growing awareness of a range of pressing, global and systemic problems that threaten the stability of ecological, social communities, and vital economic systems. We face challenges such as climate change, overexploitation of resources, ecological problems, social aspects, a rapid loss of biodiversity, and continued poverty, requiring structural and cultural changes and a global shift towards more responsible, sustainable, and equitable economies and societies. As long as the traditional leadership approach emphasizes dominance, manipulation, and dependency, it has been widely criticized and considered less effective than responsible, ethical, and humane practices. Organizations and their leaders are increasingly held accountable for what they do and do not do by the various stakeholders and society. Leaders are expected to assume a more active role and recognize their co-responsibility in current problems, such as promoting human rights, guaranteeing sustainability, and contributing to the reduction of poverty (Voegtlin, 2011). Leaders are constantly challenged to lead with a sense of responsibility (Haque et al., 2017). It has been argued that leadership should have a global approach that integrates all areas of the organization, which allows not only to change the world and society but also to reinforce innovation and profitability. It is increasingly expected that organizations' leaders not only assume their commitments to the company's shareholders but also respond to society and the environment (Voegtlin, 2011). The individual leadership style is a determining factor for organizational results of effectiveness, innovation, success, and sustainability. Responsible leadership has gained increased attention in several organizational studies (Haque et al., 2017). Several authors argue that the adoption of a responsible leadership style by leaders will allow them to respond effectively to the challenges imposed, as the responsible leader builds and maintains positive relationships with the various stakeholders (Doh & Stumpf, 2005; Maak & Pless, 2006; Voegtlin, 2011; Haque et al., 2019), which promotes the achievement of desirable results (Voegtlin et al., 2012). Responsible leadership is defined as leadership based on values, ethically thought out and executed decisions, and a quality relationship with stakeholders (Doh & Stumpf, 2005; Muff et al., 2020). Moreover, Responsible Leadership refers to the process and ability to create and mediate relationships of trust between the various stakeholders so that shared objectives can be achieved based on the implementation of conducts for a meaningful and shared business vision (Maak, 2007), and based on the pillars of ethics, sustainability, and responsibility (Cameron, 2011; Doh et al., 2011). Responsible leadership fits the organization's activity into a broader ecosystem in order to strengthen the organization's constructive role in society at large. Responsible leaders promote solid social ties in the workplace and maximize human potential by promoting a positive work environment, climate, and communication (Cameron & Caza, 2005). The various HRM practices have been gaining increasing importance concerning the impact on people's attitudes and the alignment of these same attitudes with the organization's strategy (Bowen & Ostroff, 2004), while leadership has been highlighted as a driver and influencer of behaviors (Bakker, 2017). Adopting responsible leadership promotes positive work environments (Haque, 2017), where workers feel heard and can participate in different areas of the organization, leading to a strong connection with it (Voetgtlin et al., 2012). Some studies have found a positive and significant relationship between responsible leadership and the person-organization fit (Huang et al., 2005). In addition, responsible leaders drive employees to perform better at work through increased psychological involvement (Yafi et al., 2021), as they set positive examples, establish effective communication, and inspire people to get involved at work in order to achieve positive organizational results (Doh and Quigley, 2014)., Proceedings - Research and Intervention in Human Resources, N.º 11 (2022): XI Conferência Internacional de Investigação e Intervenção em RH

In the last decade, responsible leadership (RL) has been gaining more interest in terms of research and practice. However, empirical evidence on its impacts on organizational and individual outcomes needs to be further explored (Haque et al., 2018, 2021; Waldman et al., 2020). RL is described as a way to build and maintain positive relationships with the organization's internal and external stakeholders, as well as responsibly coordinate actions to achieve a shared and meaningful business vision that contributes to sustainable value creation. and positive changes (Maak & Pless, 2006). As such, its potential positive outcomes from different stakeholders’ perspectives are diverse. In what concerns employees, previous research found a direct and significant relationship between RL and individual performance (Lin et al., 2020; Simões & Duarte, 2021). That is, the adoption of a responsible leadership style seems to foster better individual performance. However, is not clear how the relationship is established and the cited authors pointed out the necessity to explore possible mediating and moderating variables. Addressing this research gap, the current study explores the potential intervention of affective commitment and individual creativity as sequential mediators. Haque et al. (2018, 2021), Mousa (2017), and Simões and Duarte (2021) found a positive relationship between RL and affective commitment. Furthermore, Castro-González et al (2019) and Simões et al. (2021), also found a positive significant relationship between RL and individual creativity. The relationship between affective commitment and individual creativity has also been established (Leung & Lin, 2022; Ribeiro et al., 2020). Thus, affective commitment and individual creativity could emerge as potential psychological mechanisms that help explain the direct relationship between RL and individual performance. A quantitative correlational study based on an electronic survey was conducted, collecting data from 260 employees from different organizations, through a non-probabilistic convenience sample. The questionnaire was based on self-report instruments developed to measure RL, affective commitment, individual creativity, and individual performance. All instruments revealed adequate reliability, as well as convergent and discriminant validity in the present sample. The results from multiple regression analysis using PROCESS macro for SPSS indicated a positive and significant relationship between RL and individual performance. The indirect effect of affective commitment on the relationship between RL and individual performance was also significant, but the same did not happen with the indirect effect of individual creativity. Regarding the third indirect effect of the sequential effect of affective commitment and individual creativity at work on the relationship between RL and individual performance, it was positive and statistically significant. This indicates that RL contributes to strengthening the employee's affective commitment to the organization, which increases individual creativity at work, which, in turn, reinforces his/her individual performance at work. The model explains 32% of the variation in individual performance. This means that both affective commitment and creativity, when combined, can help explain the relationship between the main variables of the model, indicating that the individuals' affective bond with the organization and their individual creativity are important variables that need to be considered by a responsible leader in order to influence desired results of their employees, such as improved individual performance. As for the originality of this study, the literature had already found some evidence of the links between the variables in this research model but combining them on a sequential mediation offers a new perspective on the psychosocial process whereby the relationships between constructs are established. In sum, this research suggests that RL can have a positive impact on the individual and, later, on an organizational level. Responsible leader presents themselves as a leader that can better communicate with their employees, build trusting relationships as well as integrate them into the decision-making process. These characteristics can then contribute to employees’ better work experiences, fostering their affective bond to the organization, their tendency to provide more useful and new ideas regarding work processes and results, and, thereby, improve their individual work performance., Proceedings - Research and Intervention in Human Resources, N.º 11 (2022): XI Conferência Internacional de Investigação e Intervenção em RH

The performance of the food manufacturing sectors in Region XII's Triple Bottom Line (TBL) industries was determined using the study's best fit model. The descriptive-predictive method, which goes beyond descriptivecorrelational analysis, was used in a quantitative non-experimental design. The respondents were selected using stratified sampling. The researcher conducted the survey personally and online using google forms. Data analysis techniques included the mean, multiple regression, Pearson product-moment correlation, and structural equation modeling (SEM). Results showed that financial management practices were high, and responsible leadership, green marketing orientation, and TBL performance were very high. Furthermore, responsible leadership and green marketing orientation significantly influence TBL's performance. The best fit model showed that responsible leadership, as indicated by stakeholder relations, system thinking, ethics and values, change and innovation, and financial management practices, as indicated by investment decisions and financial decisions, best predict TBL performance as indicated by societal, environmental, and economic performance. Nevertheless, responsible leadership, financial management practices, and green marketing orientation abetted supervisors to build TBL performance to improve company sustainability, {"references":["Savastano, M., Amendola, C., Bellini, F., & D'Ascenzo, F. (2019). Contextual impacts on industrial processes brought by the digital transformation of manufacturing: A systematic review, 11(3), 891","Abualfaraa, W., Salonitis, K., Al-Ashaab, A., &Ala'raj, M. (2020). Lean-green manufacturing practices and their link with sustainability: A critical review. Sustainability, 12(3), 981.","Daddi, T., Ceglia, D., Bianchi, G., & de Barcellos, M. D. (2019). Paradoxical tensions and corporate sustainability: A focus on circular economy business cases. Corporate Social Responsibility and Environmental Management, 26(4), 770-780","Henry, L. A., Buyl, T., & Jansen, R. J. (2019). Leading corporate sustainability: The role of top management team composition for triple bottom line performance. Business Strategy and the Environment, 28(1), 173-184.","Liute, A., & De Giacomo, M. R. (2022). The environmental performance of UK‐ based B Corp companies: An analysis based on the triple bottom line approach. Business Strategy and the Environment, 31(3), 810-827.","Andersson, S., Svensson, G., Molina‐ Castillo, F. J., Otero‐ Neira, C., Lindgren, J., Karlsson, N. P., & Laurell, H. (2022). Sustainable development—Direct and indirect effects between economic, social, and environmental dimensions in business practices. Corporate Social Responsibility and Environmental Management.","Pimplapure, V. U., Pushparaj Kulkarni, M., &Pachpor, P. (2020). Triple Bottom Line (TBL). PalArch's Journal of Archaeology of Egypt/Egyptology, 17(8), 1231-1237.","Mazzi, A. (2020). Environmental sustainability to support competitiveness: From theory to practice. In C. Silvestri, M. Piccarozzi, & B. Aquilani (Eds.), Customer satisfaction and sustainability initiatives in the fourth industrial revolution (pp. 99– 124). IGI Global."]}

Digitalisation in cities offers new opportunities and challenges for city planners and managers to re-shape their roles and create public value through responsible innovation. However, there is a lack of understanding of the competency requirements to foster leadership capacity for digital innovation with social coherence and responsibility. Based on a socio-technical perspective, this paper presents a multi- and inter-disciplinary framework to identify and evaluate the competencies necessary for leading digital innovation in the built environment. The framework incorporates three dimensions: digital and technical, governance and management, and ethical and responsible innovation. A review of existing competency frameworks for digitalisation in the urban built environment is presented to identify competency gaps across the three dimensions. The results show that existing frameworks rarely strive for comprehensiveness and are limited in their scope to certain competencies along a single dimension. In addition, studies addressing the need for multi- and inter-disciplinary competencies across the three dimensions are lacking. The paper thus demonstrates that our three-pronged framework is a useful and much needed tool to identify competency requirements for local public, private and community stakeholders to steer place-based digital innovation and ensure public value creation.

The prime objective of this paper is to propose a new conceptual framework for how integrating corporate social responsibility (CSR) and human resources management (HRM) can impact on stakeholders’ health and wellbeing. The proposed framework argues that integrative socially responsible HRM (SR-HRM) policies coupled with public health literacy and integrative responsible leadership can play a significant role in shaping health behaviour change of internal stakeholders, which in turn can spill over to external stakeholders (family and proximate communities). From a health promotion and population health perspective, we see human resources (HR) as a leading partner in educating employees on the value of CSR and public health literacy programmes, and also as providing action plans on how to strategically and successfully implement these types of programmes. By helping to develop action plans to analyse CRS and public health literacy activities, HR professionals will be promoting both corporate citizenship and health behaviour change. Both of these are vital for developing a culture of social responsibility (and achieving the triple bottom line (TBL)) and sustainable population health promotion. Henceforth, SR-HRM policies and practices could help business organizations to contribute to the achievement of the United Nations’ Sustainable Development Goals (SDGs) and specifically Goals 3 and 8. This novel framework, which is especially pertinent to public health, has not yet been tested empirically. Hence, future studies are warranted to empirically test the theoretical framework using field data collection. Acknowledgements The authors would like to thank Dr Jesus Barrena-Martínez for his valuable comments and suggestions on the conceptual framework. GM is grateful for the support of the Department of Public Health and Sports Science at the University of Gävle, through the CSR-PhAM Programme and RELeSH project. Conflicts of interest: None declared., South Eastern European Journal of Public Health (SEEJPH), Volume XV, 2020

Employee turnover intentions yang tinggi dapat berdampak buruk bagi organisasi seperti menciptakan ketidakstabilan dan ketidakpastian terhadap kondisi tenaga kerja yang ada. Banyak faktor yang berpengaruh terhadap employee turnover intentions di antaranya responsible leadership dan organizational commitment. Tujuan penelitian ini adalah untuk mengetahui pengaruh responsible leadership terhadap employee turnover intentions pada PT. Karya Luhur Permai, baik secara langsung maupun di mediasi (pengaruh tidak langsung) oleh organizational commitment. Penelitian ini dilakukan pada PT. Karya Luhur Permai Di Denpasar Barat, pengambilan sampel dalam penelitian ini dilakukan dengan teknik sample random sampling, yang berjumlah 144 orang. Pengumpulan data dilakukan melalui wawancara dan kuesioner. Teknik analisis data yang digunakan adalah analisis jalur (path analysis). Berdasarkan hasil penelitian diperoleh bahwa: (1) Responsible leadership memiliki pengaruh negatif terhadap employee turnover intention. (2) Responsible leadership memiliki pengaruh positif terhadap organizational commitment. (3) Organizational commitment memiliki pengaruh negatif terhadap employee turnover intention. (4) Organizational commitment memediasi pengaruh antara responsible leadership terhadap employee turnover intention.

Este estudio tuvo como objetivo general explorar el rol del liderazgo responsable como fortaleza de las empresas democráticas. A través de un análisis exploratorio para lograr el objetivo, se planteó un diseño secuencial en 3 aspectos estructurales: a) teorías del liderazgo responsable con literatura antigua y actual, b) el liderazgo responsable frente a las perspectivas sociales empresariales, c) principales roles del liderazgo responsable pasado y actual. El interés por el liderazgo responsable ha aumentado y ganado una tracción significativa en el ámbito académico, y se ha convertido en el tema central de las preocupaciones modernas en la gestión de liderazgo. En el futuro el liderazgo responsable se fomentará en un entorno clave para la supervivencia organizacional y el éxito de la gobernanza. El líder responsable deberá poner especial énfasis en los más altos estándares de sostenibilidad y la tecnología más avanzada para minimizar el impacto negativo sobre el medio ambiente y la salud y bienestar de las personas.

Drawing from social system theory, social identity theory, and social exchange theory, this study examines how safety management practices are linked with employee safety performance through safety consciousness and safety climate. Furthermore, responsible leadership is introduced as a boundary condition in the safety consciousness—safety performance and safety climate—safety performance relationships. Data were collected from employees belonging to pharmaceutical firms located in different industrial zones of Lahore, Pakistan. The support is found for full mediation of safety consciousness and safety climate for the safety management and safety performance relationships. Responsible leadership moderates the safety consciousness—safety performance and safety climate—safety performance relationships so that when the safety climate is weak or the safety consciousness is low, a high level of responsible leadership enhances safety performance.

A necessidade de um padrão de desenvolvimento mais sustentável nas organizações é um imperativo nos dias de hoje e exige a adoção de um estilo de liderança responsável pelos/as líderes, isto é, um estilo que procure responder às expectativas e necessidades das diferentes partes interessadas. Sabendo que homens e mulheres têm sido descritos/as como tendo estilos de liderança diferentes, levantou-se a questão de se saber se estes/as adotariam níveis diferenciadores relativamente ao estilo de liderança responsável e de que forma os/as subordinados/as percecionam a responsabilidade do seu/sua líder consoante as suas crenças sobre a igualdade de oportunidades entre homens e mulheres. Enquanto objetivos específicos, tencionou-se (i) perceber de que forma a liderança responsável estava presente no estilo de liderança feminino e masculino; (ii) identificar se os líderes masculinos e femininos eram percebidos de forma semelhante ou diferente, em termos do estilo de liderança, por parte dos/as subordinados/as; e (iii) de que forma as crenças sobre a igualdade de oportunidades entre homens e mulheres influenciariam a relação entre o sexo do/a líder e a liderança responsável. De forma a analisar o modelo de pesquisa, foi utilizada uma abordagem quantitativa correlacional. Os dados foram recolhidos através de um questionário online, ao qual responderam 209 inquiridos/as. Verificámos que os homens e as mulheres líderes são avaliados/as como tendo iguais níveis de liderança responsável e não podemos afirmar que existe um efeito moderador das crenças sobre a igualdade de oportunidades entre homens e mulheres na relação entre o sexo do/a líder e a liderança responsável. The need for a sustainable development standard in organizations is an imperative nowadays that requires the adoption of a responsible leadership style by the leaders, a style that responds to the different expectations and needs of the stakeholders. Knowing men have been described as having different leadership styles, as having different leadership styles that have been considered relatively responsible for women and as having relatively responsible leadership styles that form subordinates perceived responsibility for. its leader according to its opportunities on the equality of men and women. As specific objectives, it was intended (i) to understand what form the leadership responsible for female and male leadership; (ii) identify whether male and female leaders were conceived in a similar or different way, in terms of leadership style, by subordinates; and (iii) how beliefs about equal opportunities between men and women of sex influence the relationship between leadership and leadership. In order to analyze the research model, a correlational approach was used. The data were analyzed through an online0, which answered2 respondents. We found that men and women are leaders as having the same levels of responsible leadership and we cannot say that there is a moderator of beliefs about equal opportunities between men and we cannot say that there is a relationship between the sex of the /a leader and responsible leadership.

In light of grand societal challenges, most recently the global Covid-19 pandemic, there is a call for research on responsible leadership. While significant advances have been made in recent years towards a better understanding of the concept, a gap exists in the understanding of responsible leadership in emerging countries, specifically how leaders resolve prevalent moral dilemmas. Following Werhane (1999), we use moral imagination as an analytical approach to analyze a dilemmatic stakeholder conflict (between indigenous communities in rural India and an emerging market multinational enterprise headquartered in the same country) through the lense of different responsible leadership mindsets and in light of different ethical principles and moral background theories. Based on this analysis, we arrive at a tentative moral judgement, concluding that the instrumental approach is morally inferior and recommending the integrative approach as the morally superior choice. In the subsequent discussion—focussed on what “could” (instead of “should”) be done, we apply the integrative script and use moral imagination as a pathway for generating morally justifiable solutions. Through this analysis, we provide novel insights on how to apply an integrative responsible leadership approach to a stakeholder conflict situation, using the single case study to expand the responsible leadership discussion to emerging markets.

Although the concept of responsible leadership has existed for 50 years, there is no consistent definition, and little relevant research exists in an East Asian context. We introduce a unique interpretation, particularly based on Confucianism and Daoism Chinese traditions, using multiple cases to explain how this interpretation affects responsible leadership behavior in Chinese companies. We explore the values, beliefs, behaviors, and managerial practices of five Chinese responsible leaders whose companies are leaders in their respective industries. Our study illustrates the influence of social culture on the study and practice of responsible leadership from a diverse perspective to enrich the responsible leadership literature.

Board Chairs’ Political Appointments and Firms’ Environmental Performance

Due to the massive global impact of the current COVID-19 pandemic, the call for social and environment responsibility has grown stronger, and discussion regarding responsible leadership has been aroused. Agreement on the antecedents of responsible leadership has not yet been reached, however, and most studies are theoretical and focus on the personal characteristics of leaders. In this paper, we explore the antecedents of responsible leadership behavior at the organizational and situational level, through case studies of companies in China. Based on the organizational strategy, organizational ownership, mass media, crisis, local community, and other influencing factors, we determine two types of responsible leadership behaviors: Proactive responsible leadership behavior, which involves leaders showing initiative in dealing with relationships with stakeholders both inside and outside the organization, as well as voluntarily striving to assume relevant responsibilities in order to achieve economic and/or social development goals; and passive responsible leadership behavior, which involves acts of being responsible to some stakeholders under pressure from external circumstances or when unexpected events occur, even though this behavior may go against the actor’s original intention. We further explore the influence mechanism of these factors on responsible leadership and discuss the development trend from passive to proactive responsible leadership behavior.

Due to the recent economic crisis, the requirement for sustainable company performance has spread across the globe, with green initiatives being seen as the best way to address it. Recent literature and regulators have taken notice of this predicament. The deployment of green innovation, responsible leadership induction, and green human resource management (GHRM) techniques have been made necessary by the significant focus on attaining business sustainability. This study aims to provide light on the banking industry’s perception of how GHRM practices, green innovation, and responsible leadership affect business sustainability practices. The data were provided by 396 banking professionals employed by the top five commercial sector banks nationwide. By using the Mplus program for analysis, the study’s hypotheses were evaluated using structural equation modeling. The findings show a positive relationship between GHRM practices, ethical leadership, green process innovation, and sustainable company performance. However, an intriguing finding between responsible leadership and sustainable business performance was the role that pro-environmental conduct played as a partial mediator. The findings offer scholars and practitioners interested in firms’ sustainable business performance additional context-specific social, ecological, and financial implications. The effectiveness of GHRM practices, responsible leadership, and green innovation as a strategy to increase business sustainability in a developing country environment has only received minimal academic attention so far. A literary gap exists as few studies have been conducted to test the role of green HRM, responsible leadership, and green innovation’s impact on sustainable business practices. Small number of studies taken pro-environmental behaviors as a mediator in the recent past. In light of this, the present study has taken these behaviors as a mediator to test the mediation effect in the banking sector of Pakistan. So, the present study removed the gap by exploring the mediation effect of pro-environmental behaviors. The selection of Pakistan’s banking sector for analysis in the present study is a significant contribution to the literature because no studies have previously been conducted on Pakistan’s banking sector to analyze the role of green HRM practices, responsible leadership, and green innovation’s impact on sustainable business performance through the mediating role of their pro-environmental behavior. The present study provides guidelines to senior management in the banking sector to understand the role of green HRM practices, responsible leadership, and green innovation practices’ importance for sustainable business performance as sustainable performance is essential to excel in this competitive business world.

Adopting a responsible leadership (RL) lens and drawing on intergroup behavior and social identity theory, we analyze a sample of 111 expatriates using partial least squares structural equation modeling (PLS-SEM). Our findings indicate that RL enacted by host-country supervisors is positively associated with international assignees’ cross-cultural adjustment and affective wellbeing at work, in turn leading to better expatriate performance. RL may thus facilitate adjustment and well-being in the host country. We emphasize the support potential when expatriates’ supervisors are guided by a strong values foundation and exhibit stakeholder engagement. In this way, we aim to provide a perspective for studying leadership dynamics in the expatriation context that goes beyond leader-follower dyads within organizations. We believe that expatriation research can benefit from adopting a broader stakeholder view on leadership that considers business-society interrelations and outline some direction that might take. info:eu-repo/semantics/acceptedVersion

Research questions:The aim of this study is to explore and conceptualize responsible leadership. The topic is viewed from the viewpoint of the dyadic level between managers and employees. The following research questions are answered: What principles do managers and employees perceive as being significant for responsible leadership in the manager–employee relationship? What social contexts in the relationship call for the principles to occur? To whom do the parties place responsibility for the advancement of the principles?Theory:The study draws on relational leadership theory as well as literature on responsible leadership. Responsible leadership is understood as a dynamic and contextual process of social construction through relationships between managers and employees rooted in principles, which guide the parties’ actions.Type of the case:An explorative case study strategy was adopted. Two executive MBA groups are the cases through which the research phenomenon, responsible leadership, is explored. The data consists of a sample of 22 participants in the groups. Content analysis was used to analyse the data.Basis of the case:The participants in the executive MBA groups offer real-life data from which the results can be built. The participants represent professionals who have a broad and versatile perspective to leadership issues from the viewpoint of employee and manager. In general, an executive MBA programme advances its participants’ competency to reflect and analyse leadership topics.Findings:Conceptualization that shows the principles of responsibility in leadership—fairness, empowerment, openness, trust and caring—and their contextual and dynamic nature in the manager–employee relationship was formed.Discussions:This case study implies that exercising responsible leadership is produced differently in different social contexts: in some contexts the manager is expected to take the lead and be in charge, while at other times it is expected that practising responsible leadership principles will be shared between partners. A limitation is that this study explored its topic only at the dyadic level between manager and employee.

The world is looking toward organizations for social responsibility to contribute to a sustainable environment. Employees’ organizational citizenship behavior for the environment (OCBE) is a voluntary environmental-oriented behavior that is important for organizations’ environmental performance. Based on social learning theory, this study examined the effects of responsible leadership in connection with OCBE by using a sample of 520 employees in the manufacturing and service sectors in China including engine manufacturing, petroleum plants, banking, and insurance sector organizations. Further, the roles of psychological ownership and employee environmental commitment were used as mediators and moderators simultaneously. The direct, mediation, and moderation model results exposed a positive relationship between responsible leadership and OCBE via employee psychological ownership and employee environmental commitment. The study also revealed that the indirect effect is stronger when employees hold a higher employee environmental commitment. The theoretical and practical implications for environmental sustainability in respect of organizations as well as future research directions are discussed.

Responding to disruptions and crises are challenges public leaders face as they strive to lead responsibly for the good of the community. The last two years have been especially challenging for public leaders and institutions. In Australia, the federal government battled natural disasters (bushfires) and COVID-19 within the span of only a few months, beginning in late 2019. These events provided the opportunity for a natural experiment to explore public perceptions of leadership in times of crises, with both a natural disaster and health crisis in quick succession. In this study, we develop, validate, and test a scale of perceptions of leadership for the greater good, the Australian Leadership Index, throughout different crisis contexts. We hypothesize and find support for the drivers of perceptions of public leadership and shifts in these perceptions as a function of the bushfire disaster response, a negative shift, and the initial COVID-19 response, a positive shift. Comparisons of the crisis periods against a period of relative stability are made. We discuss the implications of differential media coverage, how the crises were managed, and the resulting public perceptions of leadership for the greater good.

Purpose: Leadership is one of the main topics in organizational behavior. Over the years, many researchers have studied the impact of different leadership styles on the attitudes and behaviors of employees. However, perhaps because it is a relatively recent construct, little research has been devoted to analyzing the effect that responsible leadership has at the individual level of analysis (Haque et al., 2019, 2020; Miska & Mendenhall, 2018). Starting from the identification of this gap, the present research adopted an employee-centered approach to analyze how responsible leadership is related to individual creativity within the scope of a model that proposes affective commitment as a potential mediating mechanism. Recent research has found empirical support for the existence of a direct positive relationship between the variables (Castro-González et al., 2019). Research has also established a positive relationship between responsible leadership and affective commitment (Haque et al. 2019, 2020; Mousa, 2017; Simões & Duarte, 2021). Several studies on positive leadership styles have established affective commitment as a relevant mediating variable between leadership and employees’ attitudinal, emotional, and behavioral responses (Asif et al., 2019; Duarte et al., 2021). It is possible to theorize that responsible leadership, being also a positive leadership style, will find similar results, contributing to a greater employee emotional attachment to the organization, which will lead to more individual creativity behaviors at work. info:eu-repo/semantics/publishedVersion

This study analyzed how responsible leadership explains individual creativity through the mediation of affective commitment. Responsible leadership confers importance to value creation, change and sustainable development, as well as allowing to experiment with new ideas, thus creating a work environment conducive to creativity (Castro-González et al., 2019). In addition, responsible leadership contributes to employees having positive work experiences, thus promoting the strengthening of the emotional attachment to the organization (Haque et al., 2018; Simões & Duarte, 2021), which has been associated with greater individual creativity (Ribeiro et al., 2020). As a way of testing the proposed research model, a cross-sectional correlational quantitative methodology was used, based on a questionnaire to workers (n=284). Data were analyzed using the PROCESS macro. The results are in agreement with the literature and reveal a positive and significant direct relationship between responsible leadership and individual creativity. They also point to a significant partial mediation by affective commitment, that is, affective commitment significantly mediates the relationship between responsible leadership and employee creativity. We can conclude that affective commitment presents itself as a psychosocial mechanism that helps to explain the relationship between responsible leadership and creativity, which is one of the main contributions of this investigation, since, to our knowledge, there are no studies that integrate these variables in the same model. Therefore, responsible leadership, together with affective commitment, can favor a positive work environment, contributing to the promotion of individual behaviors at work, such as creativity. info:eu-repo/semantics/publishedVersion

Leaders are under increasing pressure to inspire innovative endeavors in responsible ways. However, whether and how responsible leadership can fuel employee innovative behavior remains unknown. Therefore, drawing on social identity theory and social exchange theory, this study aims to investigate the psychological mechanisms underlying the responsible leadership-innovative behavior relationship. Multi-phase data were collected from 280 employees working in Chinese manufacturing firms to test the hypotheses using hierarchical regression analyses and the bootstrap method. The results reveal that responsible leadership is positively related to innovative behavior. Additionally, perceived socially responsible human resource management (HRM) and organizational pride separately and sequentially mediate the responsible leadership-innovative behavior relationship. This study empirically reveals the effectiveness of responsible leadership and sheds new light on the psychological processes through which it facilitates innovative behavior, revealing the generalizability of responsible leadership and innovative behavior in the Chinese context. Moreover, we respond to the call for incorporating leadership theory into HRM research and further advance the existing knowledge on both antecedents and outcomes of socially responsible HRM. For practical guidance, organizations are encouraged to foster innovation through investment in responsible management practices. Research limitations and implications are also discussed.

Increasing academic and practitioner conversations regarding corporate responsibility, have led some leadership scholars to question the possibilities to accomplish responsible leadership. Drawing on an emergentist perspective, through an empirical study in three organizations, the article develops the responsible leadership literature by offering a critical analysis of the emergence of responsible leadership. Our key finding is that responsible leadership emerges as participants' “shared concerns,” namely: ‘environmental and communal concerns,” “professional concerns,” “employment concerns,” and “commercial concerns,” which constitute social arrangements that give meaning to what is responsible and possible. The theoretical perspective we develop highlights the conditioning role of shared and nested concerns of the study participants and unpack how the social context variously shapes responsible leadership. British Academy of Management. Grant Number: BAMRDGS2013_31151_45541.

Wertschätzung ist eine grundlegende berufsethische Prämisse im schulischen Bildungskontext und in­tegraler Bestandteil von pädagogischem Handeln schlechthin. Vor diesem Hintergrund kommt Mitar­beitenden an Schulen und im Schul- und Bildungssystem in ihrer (gesellschaftlichen) Aufgabe der Si­cherung und Weiterentwicklung der Qualität von Bildung mit dem Ziel, Kinder und Jugendliche best­möglich in ihrer Persönlichkeitsentwicklung in einem sozialen Zusammenhang zu fördern, eine bedeu­tende Rolle zu. Im Rahmen ihrer Funktion, Rolle und Aufgaben und vor dem Hintergrund ihrer Qualifi­kationen, Motivationen, Kompetenzen, der Rahmenbedingungen und der schulspezifischen Situation leisten sie einen wichtigen Beitrag in diesem Bildungsprozess.

This research fills several gaps in the literature not investigated in previous studies. First, it examines how the responsible leadership (RL) of the chief executive officer (CEO) influences medium-sized technology farms to adopt environmental innovation (EI) through the pro-environmental behaviors (PBs) of the senior executive team (SET) according to the theory of social learning, as previous research only took institutional theory and utilitarianism as the driving factors of agricultural innovation. Second, we propose the potential growth model (PGM) from a sample of 105 CEOs and their SETs in medium-sized technology farms to handle the problem that an individual may regulate his behaviors based on how he translates and understands the surrounding environment, because previous research has ignored this perspective. Lastly, this research offers recommendations for the implementation of EI in medium-sized technology farms and also expands the related literature on sustainable agricultural production.

Although organizational citizenship behavior for the environment (OCBE) literature has highlighted the critical role of leadership on the emergence of OCBE, there is still room for further research exploration of how and when leaders influence subordinates’ OCBE. According to social identity theory, we propose a theoretical model that responsible leadership promotes subordinates’ OCBE by examining subordinates’ moral identity as a mediator and individualism as a boundary condition. Using a sample of 273 collected in China, results indicated that responsible leadership was positively related to subordinates’ moral identity, which in turn was positively related to subordinates’ OCBE. Subordinates’ moral identity partially mediated the relationship between responsible leadership and their OCBE. In addition, both the relationship between responsible leadership and subordinates’ moral identity and the indirect relationship between responsible leadership and subordinates’ OCBE were stronger when individualism was lower. These findings provide novel insights into how responsible leadership influences OCBE and how such influence is shaped by subordinates’ individualism.

For more than two decades, researchers have aimed to measure responsible leadership. This has resulted in several survey instruments and parallel streams of research, making it difficult to carve out the core. We systematically review 28 studies measuring responsible leadership (RL). A qualitative content analysis of RL survey instruments is conducted to identify the core aspects across measures, as well as synthesizing the evidence, mapping antecedents, and mapping the outcomes of RL. Findings show that 24 studies in the sample were published during the last two years, indicating a growth spurt in the field. Most survey instruments on RL measure leadership of the individual direct leader, while a few have a wider focus, such as leadership of the organization. Four themes were identified across RL survey instruments: accountable role model, inclusive facilitator, inventive planner and benevolent value creator. Our review contributes to the establishment of a joint platform for future research. In addition to providing a systematic account of evidence, our analysis points at research gaps and gives a basis for a critical discussion on nature as a stakeholder. Avenues for future research are outlined.

To address the question of why corporate executives adopt diverse corporate social responsibility (CSR) strategies, this conceptual paper proposes a decision-frame model to explain how differences in executives’ information-processing templates can lead to different strategic choices concerning CSR. Drawing on managerial cognition research and CSR literature, the CSR decision frame is conceptualized as a three-dimensional configuration. Each dimension depicts a continuum of responses to each of the three fundamental issues related to CSR (i.e., corporate’s objectives, corporate’s stakeholders, and leader’s responsibilities). The key premise is that the specific content and structure of a CSR decision-frame configuration define a leader’s unique stance on environmental and social issues, which, in turn, influence their sense-making process and shape CSR responses and strategies. This CSR decision-frame approach provides a process lens that highlights the cognitive mechanisms of how executives make critical CSR strategic decisions. Furthermore, this paper advances the understanding of the diversity in CSR strategy with a nuanced mental-configuration perspective: CSR means many different things to different leaders depending on the unique content and structure of his or her CSR decision frame; these varying subjective representations of CSR principles contribute to the diverse CSR responses across firms.

Given the social and environmental challenges facing all organizations, there is a need for new leadership models, methods, and tools for implementing organizational change for sustainable development. Toward that end, we review current approaches to leadership for sustainability in terms of their conceptual frameworks and extant research, which all advocate a balanced stakeholder approach to leadership to address the social and environmental issues related to sustainability and sustainable development. Then, drawing from spiritual and being-centered leadership theories, we offer a model of Global Leadership for Sustainability (GLfS) that incorporates and extends the conceptual domain beyond current approaches to leadership for sustainability. In doing so we propose that spirituality, through the qualities of self-transcendence and interconnectedness, is critical for sustainability and is foundational for GLfS. We also emphasize the importance of cultivating a Global Mindset for Sustainability, which incorporates two ethical principles—an ethic of remote moral responsibility and an ethic of care and compassion. As a result, global leaders for sustainability become more committed to moving beyond satisfying stakeholders’ demands for economic returns, toward a more sustainable, triple bottom line, balanced approach. Finally, we discuss implications for theory, research, and practice of GLfS.

Smart farming has the potential to overcome the challenge of 2050 to feed 10 billion people. Both artificial intelligence (AI) and the internet of things (IoT) have become critical prerequisites to smart farming due to their high interoperability, sensors, and cutting-edge technologies. Extending the role of responsible leadership, this paper proposes an AI and IoT based smart farming system in Bangladesh. With a comprehensive literature review, this paper counsels the need to go beyond the simple application of traditional farming and irrigation practices and recommends implementing smart farming enabling responsible leadership to uphold sustainable agriculture. It contributes to the current literature of smart farming in several ways. First, this paper helps to understand the prospect and challenges of both AI and IoT and the requirement of smart farming in a nonwestern context. Second, it clarifies the interventions of responsible leadership into Bangladesh’s agriculture sector and justifies the demand for sustainable smart farming. Third, this paper is a step forward to explore future empirical studies for the effective and efficient use of AI and IoT to adopt smart farming. Finally, this paper will help policymakers to take responsible initiatives to plan and apply smart farming in a developing economy like Bangladesh.

En el 2011 los directivos de la fundación La Voz de la Conciencia nombran a Álvaro Mejía como Coordinador Nacional de Océanos de Vida. “El proyecto insignia de la fundación”, cuyo objetivo es llevar una solución inmediata, tangible y de fácil ejecución, a través de la implementación de dispensarios marinos, la generación de conocimiento sobre las propiedades del agua de mar (ADM), los beneficios para la salud humana y principalmente la nutrición celular. Luego de unos años, el director de la fundación La Voz de la Conciencia, decide incursionar en política, en donde se ve inmerso en una investigación por el uso desleal, manejos indebidos de recursos y sacar provecho a costa de los aportes voluntarios que debían ser utilizados en los proyectos de la fundación, desviando de esa manera el propósito por el cual había sido creada, (social, humano, ecológico, ambiental y espiritual viéndolo desde “el hacer”). Es en el 2017 cuando los directivos de la fundación en medio de investigaciones por el desvió de recursos, toman la decisión de disolver y liquidar la fundación, lo que podría indicar que Álvaro Mejía no continuaría con el proyecto “Océanos de Vida”. Para él, parecía una encrucijada que lo llevaría a decidir entre dejar el proyecto y dedicarse a otras actividades altruistas o reinventarse y seguir ejerciendo su rol. No obstante, en el 2018 Álvaro Mejía, un hombre generoso, valiente, emprendedor y con un corazón dispuesto a dar sin recibir nada a cambio, asume el liderazgo para continuar con “Océanos de Vida” de la mano de algunos colaboradores y de Laureano Domínguez que creyeron en él, con el fin de darle continuidad a su principal propósito, proporcionar calidad de vida a las personas. Por todo lo anterior, resulta conveniente revisar desde la caracterización de este caso de estudio, cada uno de los enfoques, roles o estrategias que resalten el liderazgo, así mismo, que permitan distinguir claramente qué motivos lo inspiraron, para combatir los desafíos en momentos de crisis que tuvo que enfrentar, y cómo por medio de una acción de “la resiliencia” un líder desde el campo de la gestión, le da valor a una organización. In 2011, the directors of “La Voz de la Conciencia” foundation appointed Álvaro Mejía as National Coordinator of Oceans of Life. "The flagship project of the foundation", whose objective is to bring an immediate, tangible and easily executed solution, through the implementation of marine dispensaries, the generation of knowledge about the properties of Seawater (SW), the benefits for human health and mainly, cellular nutrition. After a few years, the director of La Voz de la Conciencia foundation, decides to venture into politics, where he is immersed in an investigation for the unfair use, improper handling of resources and taking advantage of the voluntary contributions that should be used in the foundation's projects, thus deviating them from the purpose for which it had been created (social, human, ecological, environmental and spiritual seeing it from “doing”). It was in 2017 when the directors of the foundation, in the midst of investigations due to the diversion of resources, made the decision to dissolve and liquidate the foundation, which could indicate that Álvaro Mejía would not continue with “Oceans of Life” project. For him, it seemed like a crossroads that would lead him to decide between leaving the project and dedicating himself to other altruistic activities or reinventing himself and continuing to exercise his role. However, in 2018 Álvaro Mejía, a generous, courageous, enterprising man with a heart willing to give without receiving anything in return, assumes the leadership to continue with “Oceans of Life” with the help of some collaborators and of Laureano Domínguez who believed in it, in order to give continuity to its main purpose, to provide quality of life to people. For all the above, it is convenient to review from the characterization of this case of study, with each one of the approaches, the roles or strategies that highlight leadership that can allow to clearly distinguish which motives inspired him to face the challenges in moments of crisis, and how through an action of "resilience" a leader from the field of management gives value to an organization. Magíster en Gerencia de la Responsabilidad Social y la Sostenibilidad Empresarial Maestría

The aim of this article is to propose the adoption of a Catholic social teaching (CST) perspective as a universal approach to business ethics. We assume that the common good, as understood in CST, is an extension of the Aristotelian and Thomistic concepts of the organic relations between economics and ethics, which, prior to the Enlightment, was a basic rational way of management (oikonomia). We aim to show both the influence of religious ethics on the shape of economic life and the influence of the Catholic understanding of the common good on leadership. CST encourages business leaders to focus not only on the material, but also the transcendental aims of human work and life. From this perspective, the responsibility of a business leader can be understood as a practical realisation of the Commandment of Love and divided into three levels, each of which contributes to the common good. On the micro level, leaders are responsible for their own actions, on the mezzo level, they are responsible for the organisations they lead—especially for their employees—and on the macro level, they should be responsible for actions towards external stakeholders, which might ultimately be extended to the world as a whole. In this way, leaders can cooperate with God and contribute to the common good of their organisations, society, and humanity.

For the last two decades, the Travel & Tourism industry has gradually become one of the critical engines of the world’s economic and social development, while also a considerable contributor to unsustainable patterns and its consequent damaging effects. The COVID-19 pandemic that stormed the planet at the beginning of this year has created an inflexion point on the industry’s soaring growth trajectories, severely affecting and compromising both its current and future strength and vitality. Concurrently, it has presented time for reflection. The rhetoric for the need to transform the industry has underpinned the numerous pleas and expressed commitment from industry experts, to move beyond ‘business as usual’ and ‘build back better’, towards a shift to a more sustainable and equitable tourism. As a by-product of the internship at Turismo Centro de Portugal, this report consists of a framework proposal for a holistic, seven-week sustainable tourism free online course, to be provided by Turismo Centro de Portugal to its business stakeholders. The underlying idea relies on the assumption that businesses have an essential role to play in transforming the industry and thus, that education for sustainability is an imperative for encouraging them to become catalysing agents, in creating a novel and improved version of tourism and tackling its inherent challenges. Furthermore, as a Regional Tourism Organisation and due to the visibility and the interconnectedness with its stakeholders, Turismo Centro de Portugal is favourably positioned to promote and foster shared sustainable vision for the destination, namely through education. The framework hence serves the seminal purpose of urging Turismo Centro de Portugal to actively engage its business stakeholders to embark on a shared sustainable tourism quest. Given the complex nature of the tourism industry and the proposed objectives of the course, the literary review undertaken serves to substantiate its relevance, content and design structure. Grounded on a theoretical approach based on scientific and empirical research, statistical data and education industry benchmark research and analysis, it reaches the proposed result, both through deductive reasoning - from reading and critical analysis - and existing courses frameworks, framed under the economics, management, tourism, sustainability & sustainable development, innovation, marketing and leadership thematic. The framework is, however, not free from bias since it also relies on personal empirical and practical knowledge. This invariably means that the input from scholars and practitioners is essential.

In this article we reflect on role that leadership has played in the response to the global Covid-19 crisis. We discuss two major “fault lines” of leadership: narcissism and ideologi calrigidity. A fault line is a problem that may not be obvious under normal circumstances but could cause leadership to fail stakeholders and society at large in a defining moment suchas a global pandemic. Using case examples from global political leaders we elaborate on these breaking points in crisis leadership and contrast them with the healing properties of leader compassion and mending forces of evidence-based decision making. We conclude our paper with implications for responsible leadership research and practice. Refereed/Peer-reviewed

Doutoramento em Gestão Corporate reputation is an increasingly valuable intangible organisational asset. Reputation is perceptual, multidimensional, specific, and varies from stakeholder to stakeholder. However, there is still a lack of research in understanding the reputation-formation process. The social construction approach to reputation uses stakeholder theory to understand the process of forming a corporate reputation. Stakeholder theory recovers the central role of values in organisational strategy and sets the tone for the development of responsible management and responsible leadership. The organisational values adopted by the organisation's top management (espoused values) influence organisational dynamics. Still, studies on the connections of the values adopted by the top corporate management and their effects on internal and external stakeholders are scarce. This study aims to understand how the values embraced by the top management play a role in the formation of corporate reputation. With a qualitative processual approach and a narrative construction strategy, 62 in-depth interviews were conducted with the management of the largest national radio group and various internal and external stakeholders. Also, I collected archival data on cases and events identified in the interviews, in a total of 28 cases. This study presents a process that reveals how the salience of the values adopted by the top management (espoused values) enter the orgnisation's ethical reputation formation process. A reputação corporativa é um ativo organizacional intangível cada vez mais importante. A reputação é percetual, multidimensional, específica e varia de stakeholder para stakeholder. No entanto, o processo de formação da reputação carece de mais investigação. A abordagem de construção social da reputação recorre à teoria de stakeholders para compreender o processo de formação da reputação corporativa. A teoria de stakeholders recupera o papel central dos valores na estratégia organizacional e, desta forma, define o tom para o desenvolvimento da gestão e da liderança responsável. Os valores organizacionais adotados pela gestão da organização influenciam a dinâmica organizacional, mas ainda são escassos os estudos sobre as relações dos valores adotados pela gestão organizacional e os seus efeitos nos stakeholders internos e externos à organização. O objetivo deste estudo é compreender como os valores adotados pela gestão desempenham um papel na formação da reputação corporativa. Com uma abordagem processual qualitativa, e uma estratégia de construção de narrativas, realizaram-se 62 entrevistas em profundidade, aos membros da administração do maior grupo de rádio nacional, e a diversos stakeholders internos e externos. Recolheram-se também dados sobre casos e eventos identificados nas entrevistas, num total de 28 casos. Este estudo apresenta um processo que revela a saliência dos valores adotados pela gestão, na construção da reputação ética da organização. info:eu-repo/semantics/publishedVersion

This work serves as a comprehensive collection of global scholarship regarding the vast fields of public administration and public policy. Written and edited by leading international scholars and practitioners, this exhaustive resource covers all areas of the twin fields of study. In keeping with the multidisciplinary spirit of these fields, the entries make use of various theoretical, empirical, analytical, practical, and methodological bases of knowledge. Responsible leadership has become relevant academically during the beginning of the twenty-first century and ever since has been receiving increasing attention. This is due to the enhanced relevance of Corporate Social Responsibility (CSR) and the broader context of sustainable development. Essentially, it is based on the normative premise that organizational leaders as ‘citizens of the world’ have co-responsibility in addressing the world’s most pressing problems such as hunger, poverty, or pandemic threats (Maak and Pless 2009). Rooted in stakeholder theory (Freeman 1984) with a normative core, responsible leadership places organizational leaders within a... info:eu-repo/semantics/publishedVersion

Dieser Beitrag schlagt die Brucke zwischen den Forschungserkenntnissen zum Thema verantwortlicher Fuhrung und Erfahrungen bei der Arbeit im digitalen Raum. Beide Themenbereiche nehmen im Kontext gesellschaftlicher Herausforderungen und aktueller Veranderungsprozesse in Unternehmen und Gesellschaft eine herausragende Stellung ein, sind bis anhin aber noch nicht verbunden. Wir fassen zusammen, was „Responsible Leadership“ bedeutet und welche Qualitaten verantwortliches Fuhren braucht. Wir beschreiben im Kontext eines konkreten, computergestutzten Dialogprozesses fur die Sudafrikanische Regierung und an dem dafur entwickelten IT-Werkzeug, welche Qualitaten verantwortlicher Fuhrung von besonderer Bedeutung fur komplexe Veranderungsprozesse sind. Dadurch wird ein Weg skizziert hin zu „Digital Responsible Leadership“ im Kontext aktueller Herausforderungen in Wirtschaft und Gesellschaft – zur dialogischen Fuhrungsverantwortung im Zeitalter der Digitalisierung.

As organizações têm sofrido múltiplas mudanças devido aos desafios que têm emergido com a globalização e a evolução tecnológica, o que exige uma maior adaptabilidade e inovação de modo a acompanharem o mercado de trabalho e se manterem competitivas. A literatura sugere que através dos líderes é possível alcançar os trabalhadores, promovendo a criatividade individual que é um dos motores da inovação. Neste contexto, o presente estudo analisa a relação entre liderança responsável e criatividade individual através do papel mediador do suporte do líder. Para analisar estas relações foi realizada uma recolha de dados online que obteve uma amostra de 284 participantes. Os resultados demonstraram que a liderança responsável tem uma relação positiva com o suporte do líder e consequentemente com a criatividade individual, corroborando as hipóteses formuladas. O estudo contribui para alargar o conhecimento sobre os consequentes da liderança responsável, que é um tema relativamente recente e ainda por explorar, bem como, para a compreensão de fatores que fomentem a criatividade individual no trabalho. Organizations have undergone multiple changes due to the challenges that have emerged with globalization and technological evolution, which require greater adaptability and innovation in order to accompany the labor market and remain competitive. The literature suggests that through the leaders it is possible to reach the workers, promoting their individual creativity, that is one of the engines of innovation. In this context, the present study analyzes the relationship between responsible leadership and individual creativity through the mediating role of leader support. To analyze this relationship, an online data collection was carried out, which obtained a sample of 284 participants. The results showed that responsible leadership positively influences the support of the leader and, consequently, with individual creativity, corroborating the hypotheses formulated. The study contributes to broadening the knowledge about the consequences of responsible leadership, which is a relatively recent and yet to be explored topic, as well as to the understanding of factors that foster individual creativity at work.

This article develops theory on responsible leadership based on a model involving three leadership roles: an expert who displays organizational expertise, a facilitator who cares for and motivates employees and a citizen who considers the consequences of her or his decisions for society. It draws on previous responsible leadership research, stakeholder theory and theories of behavioral complexity to conceptualize the roles model of responsible leadership. Responsible leadership is positioned as a concept that requires leaders to show behavioral complexity in addressing all three roles. In three studies, we provide a first empirical test of antecedents and outcomes of the roles model of responsible leadership. The results of the studies indicate that responsible leadership is positively related to the leader’s perceived effectiveness, favorable stakeholder evaluations and employee engagement with the organization and society. Responsible leadership behavior, in turn, seems to be facilitated by leader empathy, positive affect and universal value orientation.

Expatriates are increasingly being challenged to execute their roles with a higher sense of responsibility. However, only a few studies have empirically examined the impact of culture shock on expatriates’ performance and the influence of responsible leadership on expatriates’ performance. Using Anxiety and Uncertainty Management Theory, this dissertation examines the relationship between cultural intelligence, culture shock and expatriates’ performance, and tests the mediation role of culture shock in the relationship. Furthermore, the moderation effect of emotional intelligence and responsible leadership on the relationships are also studied. A web-based only survey was administered to collect data from a sample of 204 expatriates. Structural equation modelling was used to analyse the data. The results reveal that cultural intelligence is positively related to expatriates’ performance, culture shock is negatively related to expatriates’ performance, and culture shock partly mediates the relationship. Results also reveal that responsible leadership negatively influences the effect of culture shock on expatriates’ performance, and emotional intelligence negatively influences the effect of cultural intelligence on expatriates’ performance.

Nos últimos anos ocorreram escândalos no mundo organizacional, causados por lapsos éticos, que desacreditam as organizações, nomeadamente, no modo como operam no mercado e no tipo de líderes que possuem, o que originou uma tensão no relacionamento e na confiança dos seus "stakeholders" (Voegtlin et al., 2012; Waldman & Siegel, 2008). Em resposta a este problema, tem sido proposto um novo tipo de liderança, que permita responder aos desafios que as organizações estão a enfrentar - a liderança responsável. Este estudo tem como objetivo analisar a relação entre liderança responsável e os comportamentos individuais no trabalho, especificamente o desempenho individual e os comportamentos de cidadania organizacional, bem como se o compromisso afetivo dos funcionários com a organização medeia a relação anterior. Para analisar empiricamente o modelo de pesquisa, foi utilizada uma abordagem quantitativa correlacional. Os dados foram recolhidos por meio de um questionário online, ao qual responderam 298 funcionários de diferentes organizações a operar em Portugal, de forma voluntária e anónima. Os dados foram analisados usando o software macro PROCESS para IBM SPSS 26. Os resultados indicaram a existência de uma relação direta significativa entre as perceções dos funcionários sobre liderança responsável e os seus comportamentos individuais de trabalho. Ademais, o compromisso afetivo medeia significativamente a relação entre liderança responsável e os comportamentos individuais de trabalho, especificamente o desempenho individual e os comportamentos de cidadania organizacional. O presente estudo reforça a ideia de que as organizações poderão aumentar o compromisso afetivo dos seus funcionários e, consequentemente, aumentar o seu desempenho individual e comportamentos de cidadania organizacional promovendo nos seus líderes a adoção de comportamentos de liderança responsável. In recent years, there have been scandals in the organizational world, triggered by ethical lapses, which discredit organizations, namely, in the way they operate in the market and the type of leaders they have, which has created tension in the relationship withand trust of their stakeholders (Voegtlin et al., 2012; Waldman & Siegel, 2008). In response to this problem, a new type of leadership has been proposed, which allows responding to the challenges that organizations are facing - responsible leadership. This study aims to analyze the relationship between responsible leadership and individual behaviors at work, specifically individual performance and organizational citizenship behaviors, as well as whether employees' affective commitment to the organization mediates the previous relationship. To empirically analyze the research model, a quantitative correlational approach was used. The data were collected through an online questionnaire. 298 employees from different organizations operating in Portugal responded, voluntarily and anonymously, to the questionnaire. The data were analyzed using the PROCESS macro software for IBM SPSS 26. The results indicated the existence of a significant relationship between employees' perceptions of responsible leadership and their individual work behaviors. Furthermore, affective commitment significantly mediates the relationship between responsible leadership and individual work behaviors, specifically individual performance and organizational citizenship behaviors. This study reinforces the idea that organizations can increase their employees' affective commitment and, consequently, increase their individual performance and organizational citizenship behaviors by promoting the adoption of responsible leadership behaviors by their leaders.

This study addresses a simple yet complex question: How can leaders come to make more responsible decisions within today’s highly economized context? Using narrative inquiry, I explore the stories which leaders in academia, business, and education tell about their experiences at what I call the point of impingement—the point where, as leaders, they must make decisions while facing conflicting and opposing norms and values. Underpinning the inquiry is Kempster and Carroll’s (2016) conceptualization of responsibility in leadership, and their argument that transformation toward a future in which responsible leaders address societal, ecological, and humanitarian challenges requires exploration of lived experience. As a participant researcher, I engaged in in-depth interviews with eleven participants. Their stories highlight the challenges and risks they face as leaders who consider norms and values beyond growth and profit in their decision-making. A variety of insights emerge about developing the capacity to withstand pressure at the point of impingement. Evolving over time, and as a result of learning from failure and learning humility, making responsible decisions is revealed as a complex endeavour requiring commitment, a purposeful and strategic approach, the willingness to build specific competencies, and the need for patience and temperance. Participants’ stories highlight the need to reconceptualize personal notions of success and failure, and to recognize that responsibility is both an individual and collective activity requiring self-knowledge and a support system of like-minded individuals. Participants’ stories also point to the possibility of exploring how and why responsibility is a critical priority for some leaders and not for others. By connecting conceptual and theoretical studies of responsible leadership and by looking through the lens of transformative learning theory at the lived experiences of a sample of leaders, this study informs both scholarship and practice. Some insights reinforce existing scholarship while others offer new dimensions to current areas of study. Still others offer to leaders an opportunity to consider individual practice, to educators the possibility of new curricular and pedagogical approaches, and to researchers new avenues for further inquiry.

Responsible leadership is an emerging topic in the leadership literature. It deals with a broad spectrum of relationships, as it expands the focus of classic leadership theories – which are confined to leaderfollowers interactions – to the interfaces between leaders, on one hand, and various internal and external stakeholders, on the other hand. Consequently, responsible leadership explores concepts such as responsibility, ethics, sustainability, and stakeholders’ interests, in order to understand the mutual influences amongst all those groups that are to some degree relevant to the organisation. The study of responsible leadership sheds light on how institutions, companies, leaders, employees and individuals develop a more holistic, inclusive and responsible management approach in organisational settings. The current chapter advances some reflexions on responsible leadership and its link to responsible management. The main argument is that responsible leadership is of outmost relevance to understanding the individual component of the responsible management concept. info:eu-repo/semantics/publishedVersion

The relationship between responsible leadership (RL), identified from achievement expectations, and the importance attached to corporate social responsibility (CSR) was analyzed. In a survey of 1,833 business management undergraduates in six Ibero-American countries, factor analysis identified three approaches to stakeholder relations, behaviors, and professional aspirations: a relational style associated with the intention to collaborate with others; a pragmatic style geared to attaining personal and organizational objectives; and an individualist style informed by a drive for personal achievement. Regression analyses confirmed the relationship between relational and pragmatic styles and CSR geared to stakeholder well-being, protection of social and natural environments, and ethical management. Both were associated with regard to the responsibilities that ensure business survival (such as meeting customer needs), while the individualist style was aligned with hostility toward those dimensions of CSR. These findings suggest that the relational and pragmatic styles lead to more effective CSR management. RESUMEN Se analiza la relación entre estilos de liderazgo responsable (LR), éste último identificado a partir de las expectativas profesionales de logro, y la importancia atribuida a la responsabilidad social corporativa (RSC). Contamos con 1,833 participantes de seis países iberoamericanos que cursaban estudios universitarios relacionados con gestión empresarial. Un análisis factorial identificó un estilo de LR relacional orientado a colaborar con otras personas, un estilo pragmático asociado a logros personales y organizacionales y un estilo individualista orientado a intereses personales. Los análisis de regresión mostraron una relación positiva entre los estilos relacional prágmatico y la valoración de la RSC que busca el bienestar de la comunidad, de stakeholders internos y externos, la protección del medioambiente y el comportamiento ético, a la vez que asegura la sostenibilidad de organización, aspectos todos ellos valorados negativamente desde el estiloindividualista. Los datos sugieren que en el contexto socio-económico actual los estilos relacional y pragmático serían más efectivos para implementar la RSC.

The relationship between responsible leadership (RL), identified from achievement expectations, and the importance attached to corporate social responsibility (CSR) was analyzed. In a survey of 1,833 business management undergraduates in six Ibero-American countries, factor analysis identified three approaches to stakeholder relations, behaviors, and professional aspirations: a relational style associated with the intention to collaborate with others; a pragmatic style geared to attaining personal and organizational objectives; and an individualist style informed by a drive for personal achievement. Regression analyses confirmed the relationship between relational and pragmatic styles and CSR geared to stakeholder well-being, protection of social and natural environments, and ethical management. Both were associated with regard to the responsibilities that ensure business survival (such as meeting customer needs), while the individualist style was aligned with hostility toward those dimensions of CSR. These findings suggest that the relational and pragmatic styles lead to more effective CSR management, Se analiza la relación entre estilos de liderazgo responsable (LR), éste último identificado a partir de las expectativas profesionales de logro, y la importancia atribuida a la responsabilidad social corporativa (RSC). Contamos con 1,833 participantes de seis países iberoamericanos que cursaban estudios universitarios relacionados con gestión empresarial. Un análisis factorial identificó un estilo de LR relacional orientado a colaborar con otras personas, un estilo pragmático asociado a logros personales y organizacionales y un estilo individualista orientado a intereses personales. Los análisis de regresión mostraron una relación positiva entre los estilos relacional prágmatico y la valoración de la RSC que busca el bienestar de la comunidad, de stakeholders internos y externos, la protección del medioambiente y el comportamiento ético, a la vez que asegura la sostenibilidad de organización, aspectos todos ellos valorados negativamente desde el estilo individualista. Los datos sugieren que en el contexto socio-económico actual los estilos relacional y pragmático serían más efectivos para implementar la RSC

Research questions:The aim of this study is to explore and conceptualize responsible leadership. The topic is viewed from the viewpoint of the dyadic level between managers and employees. The following research questions are answered: What principles do managers and employees perceive as being significant for responsible leadership in the manager–employee relationship? What social contexts in the relationship call for the principles to occur? To whom do the parties place responsibility for the advancement of the principles?Theory:The study draws on relational leadership theory as well as literature on responsible leadership. Responsible leadership is understood as a dynamic and contextual process of social construction through relationships between managers and employees rooted in principles, which guide the parties’ actions.Type of the case:An explorative case study strategy was adopted. Two executive MBA groups are the cases through which the research phenomenon, responsible leadership, is explored. The data consists of a sample of 22 participants in the groups. Content analysis was used to analyse the data.Basis of the case:The participants in the executive MBA groups offer real-life data from which the results can be built. The participants represent professionals who have a broad and versatile perspective to leadership issues from the viewpoint of employee and manager. In general, an executive MBA programme advances its participants’ competency to reflect and analyse leadership topics.Findings:Conceptualization that shows the principles of responsibility in leadership—fairness, empowerment, openness, trust and caring—and their contextual and dynamic nature in the manager–employee relationship was formed.Discussions:This case study implies that exercising responsible leadership is produced differently in different social contexts: in some contexts the manager is expected to take the lead and be in charge, while at other times it is expected that practising responsible leadership principles will be shared between partners. A limitation is that this study explored its topic only at the dyadic level between manager and employee. peerReviewed