Search

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.

With the rapid development of technology and increasingly fierce competition in the global market, innovation has become the most important competitive advantage for enterprises. Employee creativity is widely considered the source of organizational innovation. This study explores the antecedents of employee creativity from the perspective of career development in the context of high-technology industry. Specifically, we examine the effects of calling on employee creativity through the mediation of career commitment and the moderation of responsible leadership. With data collected from a sample of 218 respondents from internet companies, a series of regression analyses was conducted to test the proposed hypotheses. In addition, a moderated mediation model was further examined. Discussion, implications, and limitations are presented. [ABSTRACT FROM AUTHOR]

Does responsible leadership matter when assembling an inclusive supply chain at the Base-of-the-Pyramid (BOP)? Current literature implicitly assumes that it does not. BOP scholars initially focused on the importance of shaping innovative and disruptive offerings, with radically improved price–performance ratios. Subsequent studies tended to focus on barriers to implementation of large-scale ventures at the BOP. Their common characteristic was the fact that the attributes and roles of the individuals involved were deemed unimportant. If the opportunity was there, provided barriers were removed and the right value proposition was offered, the inclusive venture should take off. We evaluate three cases of leaders who succeeded in building inclusive ventures at the BOP, in contexts marked by institutional voids—where formal markets were weakly structured or nonexistent. Building a viable business under those circumstances entailed two tasks: imagining what is possible and then turning that vision into a reality. We found that, in carrying out those tasks, individuals do matter. Sampled cases show that working with nontraditional partners in inclusive supply chains requires more than aligning material incentives. Our analysis suggests that responsible leadership (RL) with a strong ethical foundation can provide powerful leverage to ensure buy-in and commitment from the various actors involved. We show how RL can impact organizations and external stakeholders through positive upward spirals. Our analysis contributes to the literature on BOP and RL by confirming, extending, and challenging existing knowledge. We propose two novel attributes (catalyst and social innovator) and argue that context matters, influencing how RL is operationalized and defined. Understanding the critical role of RL in the construction of inclusive supply chains adds a critical missing link that sheds light into the micro level of new business creation, development, and consolidation at the BOP. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

This study argues that actions taken during a crisis within the responsibility compass impacts reputation. The lens of responsible leadership was chosen from among the different foci of leadership scholarship because of its emphasis on relational and ethical dimensions. The focus of this study was the actions undertaken by the CEOs of United and Delta Airlines after the forceful removal of the passengers and its influence on the reputation capital as measured by the changes in the respective share prices of the airlines. The overarching question was whether there was clear statistical evidence that linked the actions undertaken as part of the crisis management efforts and the reputation of the airlines. Findings from this study suggest that actions taken as part of responsible leadership compass explained the variations in the share prices. In the case of United Airlines almost 70% of the variations in the share prices could be explained by responsible leadership, whereas in the case Delta airlines only 50.6% of the variations in the share value could be predicted based on the role of leadership in crisis management. [ABSTRACT FROM AUTHOR]

Copyright of Transformations in Business & Economics is the property of Vilnius University and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

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 mediumsized 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 [ABSTRACT FROM AUTHOR]

With the rapid development of technology and increasingly fierce competition in the global market, innovation has become the most important competitive advantage for enterprises. Employee creativity is widely considered the source of organizational innovation. This study explores the antecedents of employee creativity from the perspective of career development in the context of high-technology industry. Specifically, we examine the effects of calling on employee creativity through the mediation of career commitment and the moderation of responsible leadership. With data collected from a sample of 218 respondents from internet companies, a series of regression analyses was conducted to test the proposed hypotheses. In addition, a moderated mediation model was further examined. Discussion, implications, and limitations are presented.

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.

In this paper we examine how ethical values contribute to national economic prosperity. We extend the concept of an ethical wealth of nations first introduced by Donaldson in which he proposed four categories of ethical values—fairer distribution of goods, better government, ingrained social cooperation, and inculcation of economic duties—that can drive economic performance, but only if citizens ascribe “intrinsic value” to them independent of their economic interests. Our analysis draws on institutional economics and sociology research to show that if ethical values are to drive economic performance, they must also be supported by the institutional fabric of the nation. We embed an expanded set of ethical values in a set of democratic, free market and civil society institutions spanning three sectors of society—political, economic and cultural respectively. We conclude by discussing the implications of our institutional framework for moral education. [ABSTRACT FROM AUTHOR]

Change and environmental patterns are having an immense effect upon the world. Businesses, communities, and even individuals are struggling to perform their role within environmental protection. This paper investigates the role of leadership styles on organizational citizenship behavior for the environment (OCBE) directly and through the mediation of self-efficacy and psychological ownership. The survey technique was used to collect the data from Chinese banking, insurance, medicine, and teaching service sector employees for the current study. The reliability and validity of the scale items were tested. This study used AMOS-SEM for data analysis and testing the developed hypotheses. The empirical results confirmed that responsible, inclusive, authentic, and supportive leadership styles positively impact employees' OCBE. The results further confirm that self-efficacy and psychological ownership act as mediators between leadership and OCBE. The current study widens our understanding of leadership styles and their impact on OCBE, along with limitations associated with the study and future guidelines for investigators.

During the last years, leaders in the business world face uncertainty regarding how their decision and actions are considered responsible. While numerous papers have discussed the Responsible Leadership (RL) concept, a few models presented the concept. Still, the existing contributions to RL do not present a clear conceptual framework from the point of view of theoretical-practical. This paper aims to present a theoretical conceptual, logical, and dimensional framework for the RL phenomenon debates in the literature. The methodology used a qualitative approach applying focuses group discussion with 45 leaders in 20 factories and companies located in Egypt in different industries. Also, this paper reviews various recent literature and previous models for discussing the RL concept. The suggested model covering this area is new and innovative based on four existing models and presents a new definition of the RL phenomenon. [ABSTRACT FROM AUTHOR]

Change and environmental patterns are having an immense effect upon the world. Businesses, communities, and even individuals are struggling to perform their role within environmental protection. This paper investigates the role of leadership styles on organizational citizenship behavior for the environment (OCBE) directly and through the mediation of self-efficacy and psychological ownership. The survey technique was used to collect the data from Chinese banking, insurance, medicine, and teaching service sector employees for the current study. The reliability and validity of the scale items were tested. This study used AMOS-SEM for data analysis and testing the developed hypotheses. The empirical results confirmed that responsible, inclusive, authentic, and supportive leadership styles positively impact employees' OCBE. The results further confirm that self-efficacy and psychological ownership act as mediators between leadership and OCBE. The current study widens our understanding of leadership styles and their impact on OCBE, along with limitations associated with the study and future guidelines for investigators. Graphical abstract shows the visual representation of direct and indirect relationships. [ABSTRACT FROM AUTHOR]

The nature of technological-economic paradigm shift in digital economy determines that it is fundamentally different from traditional economy in terms of thinking principles and operating mechanism. Therefore, it shows the typical double-sided functions. On the one hand, it promotes the high-quality development of economy, activates social innovation, drives the transformation, and brings more welfare to the public. On the other hand, it has a lot of negative effects in the fields of work, innovation, market, and society. This research integrates the concept of responsibility into the digital economy, puts forward the concept and framework of responsible digital economy, and provides a set of solutions to fundamentally deal with the negative effects of digital economy. Responsible digital economy will open a new stage of digital economy development. [ABSTRACT FROM AUTHOR]

In recent times, the chartered accountant profession was regularly in the news for reasons pertaining to the unethical and unprofessional behaviour of members. The profession has an important role to play in the South African economy, as members will often fulfil important decisionmaking roles in business. In a response to the dilemmas the profession is facing, we analysed the implications for the profession and society due to a resistance to include research as a pedagogical activity in the chartered accountancy educational landscape. Through deliberative research activities, students have the opportunity to engage with community members and with societal challenges that could foster reflexivity and humaneness in students. In addition, critical and problem-solving skills are cultivated. These are skills that are difficult to assess in the form of an examination, and the absence of research as pedagogical activity in this particular educational landscape, impacts the cultivation of these skills in future chartered accountants. This is so, as the chartered accountancy educational landscape is significantly influenced by the power that resonates within the profession and culminates into the disciplinary power mechanism of the examination. The South African Institute of Chartered Accountants (SAICA) set an external examination, called the Initial test of Competence (ITC), which graduates need to write upon leaving institutes of higher learning. Success in this SAICA-examination therefore impacts on the teaching and learning pedagogy adopted by chartered accountants in academe. If chartered accounting students were instead primarily being exposed to technical content assessed via an examination, also being exposed and introduced to deliberative research, the possibility exists that students, through critical reflexivity, could move beyond the constraints of the self to that of the communal other in line with the African notion of ubuntu can be enhanced. [ABSTRACT FROM AUTHOR]

The main goal of this research was to analyze the three‐way interactive effects of corporate social responsibility (CSR), green human resource management (GHRM), and responsible leadership on employee green behavior and task performance. Social cognition theory was adopted to explore the context‐behavior‐performance framework. The research hypotheses were tested using data from a survey of 261 Millennial employees in five‐star hotels in China. The results indicated that the three‐way interactive effect of CSR, GHRM, and responsible leadership on employee green behavior and performance was significant and positive. In addition, green behavior played a mediation role in this relationship after controlling the effect of organizational identity. This suggests that behavioral improvements are a better predictor of performance than perceptions of organizational identity. The analysis enriches the context‐behavior‐performance framework literature and highlights that organizations can enhance sustainability by implementing CSR, GHRM, and responsible leadership. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Administration & Economics is the property of Republic of Iraq Ministry of Higher Education & Scientific Research (MOHESR) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Enterprise green innovation is driven by a variety of factors, the existing literature focuses on the direct impact of institutional pressure, lacking considering other types of stakeholders. There is also a lack of attention to the leadership and environmental awareness of entrepreneurs. This paper thereby takes 278 enterprises as a sample to discuss the driving mechanism of stakeholders' regulatory pressure, normative pressure, and imitation pressure, from three aspects of the government, customers, and competitors, on enterprises' green innovation, respectively. The results of hierarchical regression analysis show that: first, stakeholder pressure can promote corporate environmental ethics and green innovation. Moreover, corporate environmental ethics plays an intermediary role between stakeholder pressure and green innovation. In addition, entrepreneurs' responsible leadership positively moderates the positive relationship between stakeholder pressure and corporate environmental ethics, while entrepreneurs' environmental awareness positively moderates the positive relationship between stakeholder pressure and enterprise green innovation. [ABSTRACT FROM AUTHOR]

A major assumption for both leadership researchers and practitioners is that the relationship between leaders and followers is the pivotal concern for leadership. Viewing leadership through the lens of responsibility, however, changes the pivotal relationship substantially. The principal relationship concern becomes the relationship between leaders and their stakeholders. To better understand this relationship the article seeks to explore the question: Leadership for what purpose? The article offers an initial answer to this question by looking at the responsibilities of those who lead in the corporate world. In particular, we argue that leaders need to give primary attention to what they seek to achieve, why, for whom, and where. In this way the article seeks to (re)centre the concerns of leadership scholarship to address the challenges and responsibilities of those who seek to lead. The article offers an inter-disciplinary theory rooted in an inter-complementary perspective on capitalism, purpose and responsibility that enables organizational leaders to understand how the fiduciary duty of generating value for shareholders can be aligned with other stakeholder interests including employees, communities, societies, the environment and indeed humanity. This theory we describe as the 'The theory of Good Dividends'. This article seeks to Make a Difference (MAD) through challenging how we consider leadership in order to address the perfect storm of societal challenges that threaten humanity. In the recent past, our most pressing challenge was Climate Change; but this has been overshadowed by Covid 19. And this too will be overshadowed by other more compelling challenges. Corporate leadership has the power and influence to address and tackle these challenges. The article argues that leadership scholars need to fundamentally shift our focus away from the leader-follower relationship that has traditionally dominated our field of inquiry to the leader-stakeholder relationship. [ABSTRACT FROM AUTHOR]

In this article, we reflect on the role that leadership has played in the response to the global Covid-19 crisis. We discuss two major 'fault lines' of leadership: narcissism, and ideological rigidity. 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 such as 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 article with implications for responsible leadership research and practice. The Covid-19 pandemic is a global health crisis of unprecedented speed and proportion and it has highlighted that crises can bring out the best and the worst in leaders. In this article, we aim to Make a Difference by encouraging reflection on the crucial role of responsible leadership in crisis, specifically leaders' ability to build and cultivate sustainable and trustful relationships with different stakeholders. We draw attention to two toxic leadership tendencies – narcissism and ideological rigidity – and make an argument for curbing narcissism and instead fostering compassionate leadership, and for careful reflection on the role of ideology and evidence-based thinking in leadership development and practice. [ABSTRACT FROM AUTHOR]

In response to the worldwide need for leaders capable of solving complex sustainability problems, leadership educators and scholars are investigatingways to develop responsible leaders that will effectively engage multifaceted perspectives to build a more inclusive andjust world. In the meantime, to support the realization of the 2030 United Nations Agenda for Sustainable Development, the UNESCO introduced Global Citizenship Education initiative (GCED) focused on developing individuals proactively contributing to a more sustainable and inclusive future. Core outcomes of GCED: cognitive (thinking critically, systemically, multi-perspectives approach, knowledge of global issues), socio-emotional (interacting across cultures and perspectives, respect for diversity, empathy), and behavioral (collaboration, common good approach) are well aligned with critical attributes of future leaders, however, GCED elements are yet to be integrated into the leadership programs. This study offers a review of the structure and learning outcomes of the GCED course (Global Citizenship Capstone) integrated into a U.S. public university leadership program as an effective tool to ensure that its graduates lead not only competently but also responsibly. [ABSTRACT FROM AUTHOR]

Competitiveness demonstrates a firm's effectiveness in achieving an advantage over others. A leader's competitiveness can facilitate higher profits and growth. It can also lead to unethical and irresponsible corporate dealings. This paper suggests competitiveness can be responsible. Responsible Leadership defines two main responsible leaders (RL), integrative and instrumental. Integrators are linked to social responsibility and multiple stakeholders, while Instrumentalists are associated with competitive advantage and shareholders. Missing from extant research frameworks is how the two RLs experience competitiveness. We examined the lived experience of a group of Top 100 Leaders in Canada, finding that both RLs practiced responsible competitiveness. A more nuanced group, they shared characteristics and personal values that seemed to curb the overreach or hyper-competitiveness associated with irresponsibility. [ABSTRACT FROM AUTHOR]

Although sustainability has been a priority for organizations, there is still a lack of research on how leaders with a stakeholder perspective can motivate employees to adopt green behavior for sustainability in a complex and changing environment. This paper introduced social cognitive theory to describe two mechanisms by which responsible leadership predicts employee green behavior. Our research considers felt obligation for constructive change and stakeholder value as mediations with cognitive perspective in this process. Additionally, we consider the moderating effects of positive emotion and the superior-subordinate relationship. Our model received support from the investigation and research. By emphasizing the significance of perceived responsible leadership and proposing a new way of perceiving employee green behavior that ensures guidance from responsible leadership along the cognition perspective, the present research contributes to our understanding of the incentive effect of responsible leadership on employee green behavior., Competing Interests: The authors declare that they have no known competing financial interests or personal relationships that could have appeared to influence the work reported in this paper., (© 2024 The Authors.)

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. [ABSTRACT FROM AUTHOR]

This paper describes the design, implementation and impact of a non-placement WIL project, focusing on the development of students' responsible leadership competencies through a third-year undergraduate unit -- Responsible Leadership. In response to the COVID-19 pandemic the WIL project pivoted from face to face delivery to online. The WIL project was designed to provide engagement with a local non-government organization and enable the co-development of authentic learning experiences with the industry partner. Findings from the comparison of pre- and post-semester CARL (Competency Assessment of Responsible Leadership) online surveys of 107 students showed increases in the development of ethics and values; self-awareness and systems understanding as well as an increase in their knowledge and attitude action domains. With industry support to implement a systems approach to a non-placement WIL project, an impactful transition to the online environment was achieved. [ABSTRACT FROM AUTHOR]

Responsible leadership plays an important role in enhancing innovation to boost up the Triple-Bottom-Line (TBL) performance of the industry. The purpose of the study was to measure the effect of responsible leadership on TBL which includes the social, financial and environmental performance of the Thai tourist industry along with the mediating effect of innovation. The study implemented a cross-sectional design and quantitative research. The employees of the Indonesian tourist sector were the population of the study. Sample size was 250. Simple random technique was used to collect the data. The findings of the study show that responsible leadership prefers to develop good relation among various stakeholders ensure openness and corporation which encourage the employees to stay innovative. Such positivity makes multi-dimensional benefits available to the organization. Moreover, in the presence of responsible leadership, firms are able to achieve higher levels of financial, social and environmental performance. Likewise, responsible leadership engages the employees in innovative activities which ultimately positively affect the TBL performance. From the managerial perspective, this study suggests that having responsible leadership enhances companies' social, environmental and financial performance. Based on this argument, companies should ensure the practices of responsible leadership to keep the employees motivated, innovative and constructive. Moreover, firms need to develop various training programs to develop responsible attitude among managers. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

Objective:The aim of the research was to investigate the effect of responsible leadership on female pharmacists’ work-life balance/imbalance forms in public hospitals in Menoufia province, Egypt. Research Design & Methods: This is a quantitative study and a total of 350 female pharmacists were contacted. After four follow ups, a total of 230 responses were collected with a response rate of 65.71%. Findings:The findings highlighted only an aggregate of virtues and is not considered a strong statistical predictor for any of the three work-life balance/imbalance forms (time-based balance/imbalance, strain-based balance/imbalance and behaviour-based balance/imbalance) while the other three dimensions (stakeholder involvement, the model of leader’s role and the principles of ethical values) of responsible leadership had a significantly high effect on work- life forms. Implications & Recommendations: Dependent and independent variables were collected from the same source, and this may have led to an inflation of statistical relationships. Public organisations like hospitals have to treat female pharmacists responsively as one of the main stakeholders who requires flexible work hours, active participation in decision making, and clear empowerment in the workplace. Contribution & Value Added:This article contributes by filling a gap in management and organisation literature, in which empirical studies on the relationship between responsible leadership and work-life balance/imbalance have so far been quite limited in the literature. For future studies, the author suggests testing the same propositions with physicians, nurses, and other categories of employees in Egyptian public hospitals.

This study examines the effect of responsible governance on a firm's financial performance and corporate reputation using the lens of stakeholder theory and signaling theory. We believe that no single theory fully underpins all the hypothesized relationships. This study also investigates the indirect effect of responsible governance on a firm's financial performance and corporate reputation via corporate social responsibility (CSR). Further, drawing on contingency perspective and using the lens of upper echelon theory, we test the moderating effect of different orientations of responsible leadership on the relationship between responsible governance and CSR. After, adopting a multi‐wave research design and using a survey method, we find that responsible governance significantly improves a firm's financial performance and reputation. Further, we find that CSR mediates the relationship between responsible governance and firm‐level outcomes. Moreover, moderating results reveal that the orientation of a traditional economist and an opportunity seeker strengthen the relationship between responsible governance and CSR whereas the orientation of an integrator and an idealist weaken this relationship. The study concludes with its implications and directions for future research. [ABSTRACT FROM AUTHOR]

Research has promoted transdisciplinarity as a complementary management educational perspective to prepare future decision-makers in addressing today's increasingly complex global socio-economic and environmental challenges, and in conducting business in a sustainable and responsible way. We explore the practical applicability of the concept of transdisciplinarity to management education. We extend the theoretical discourse to the concretization of transdisciplinary ideas and propositions for business school curricula. We show that a transdisciplinary teaching approach confronts students at levels with different modes of thinking, imagining and feeling, and provides them with critical self-reflections, creativity, different frames of references, and an openness and confidence to conduct business in a sustainable and responsible way. [ABSTRACT FROM AUTHOR]

Research on leadership generally discusses the normative and strategic perspectives of leadership separately. However, in the context of stakeholder theory and corporate sustainability, researchers and practitioners have called for the integration of these two seemingly disparate perspectives to create a hybrid leadership framework. In this regard, theoretical work on responsible leadership (RL) combines the disciplines of ethics and strategy to propose integrative behaviors. Nonetheless, RL mostly has been explored as a one-dimensional concept with stakeholder welfare as the focus. Although this aspect is salient, leaders must display other ethical and strategic behaviors to respond to the changing demands of business. Therefore, we combine such behaviors into one RL framework. Through a strategic lens, we define the first two dimensions of RL as sustainable growth focus and multistakeholder consideration. Furthermore, these goal-setting behaviors are looked upon as genuine when they depend on leaders' ethical behaviors. Therefore, we consider ethical leadership to be an inherent part of RL through the dimensions of the moral person and moral manager. Across four quantitative studies, we test the construct validity of the suggested four-factor structure of RL as well as its ability to predict relevant organizational outcomes such as individual followers' moral courage and citizenship behaviors toward stakeholders. [ABSTRACT FROM AUTHOR]