How people in organizations make sense of responsible leadership practices

Abstract

Purpose – The purpose of this paper is to identify and discuss the concept of responsible leadership, find some dimensions and understand how staff in organizations make sense of this style of leadership. Design/methodology/approach – Multiple exploratory case studies in six Portuguese organizations were performed. As data-collecting instruments, several interviews and documentary analysis were used. Findings – The authors found four dimensions associated with responsible leadership in the organizations studied here: aggregate of virtues; stakeholder involvement; model of leader’s roles; and principles and ethical values. These organizations integrate relationships which seek human well-being, institutions of reference considered good examples to work in and where the best of human nature is stressed. In particular, the modus operandi of their responsible leadership implants dynamics which lead to the development of individuals’ strengths, resilience and vitality. Practical/implications – The emphasis of this leadership style points mainly to the existence of modern leaders with an integrating, holistic view of stakeholders where the focus is on carrying out their various roles where virtuousness and ethical values play a determinant role. Interpersonal relationships, ethical principles regarding the environment, peers and the community were also practices identified as associated with responsible leadership. Originality/value – The study contributes to advancing theory in the field of leadership and presents a new framework (dimensions) about responsible leadership. The study is also innovative because contributes to more knowledge about organizations that follow a responsible style of leadership, and in so doing form consistent practices that can represent benchmarking for other organizational structures, even taking into account the natural idiosyncrasies inherent in the Portuguese organizational and business sector.

Inspiring Work-Life Balance: Responsible Leadership among Female Pharmacists in the Egyptian Health Sector

“…Since research conducted on responsible leadership is still quite limited, there is no generally accepted model of responsible leadership. Accordingly, the author focused on the four dimensions (the aggregate of virtues, stakeholders' involvement, the model of leaders' roles and the principles of ethical values) of responsible leadership developed by the qualitative study of Antunes and Franco (2016). Consequently, the following are the four sections of the qualitative form created by the author of this article: − the aggregate of virtues: o I feel my managers are sincere when dealing with in and out stakeholders.…”

“…And thus, any business attempt to maximise profit should be accompanied by a considerable concern for achieving the well-being of the environment that the firm operates in, the welfare of internal and external stakeholders the firm serves and the wisdom the firm employs when dealing with its staff (Hymavathi, Kasarabada, & Avadhanam, 2015). This creates a space for what academicians choose to label 'responsible leadership' which urges organisations' leaders to maintain a noticeable commitment towards alleviating poverty, supporting peace, promoting freedom and safeguarding human rights in the communities their organisations serve (Bonoli, 2005;Carrasco, 2007;Avram & Kunhe, 2008;Antunes & Franco, 2016). Ciculla (2004), De Hoogh and Den Hartog (2008), Earley (1989), Eva and Sendjaya (2013) indicate that responsible leaders constantly disseminate the values of virtue, wisdom, empathy and sympathy for the betterment of their societies (Holt, 2006;Maak & Pless, 2008;Morland, 2015).…”

Improving Millennial Employee Well-Being and Task Performance in the Hospitality Industry: The Interactive Effects of HRM and Responsible Leadership

“…Responsible leadership is defined as leadership that emphasizes the firm's sustainable development and embraces social responsibility [67]. It is proposed that responsible leadership considers employees to be important stakeholders and cares about employee benefits, maintains team psychological safety, shares knowledge with stakeholders, and pursues the sustainable development of the organization [68,69].…”

Responsible Leadership and Salespeople’s Creativity: The Mediating Effects of CSR Perceptions

“…In this context, the exercise of responsible leadership should be considered. Responsible leadership arises from the overlap of ethics, leadership, and CSR [43], and as defined by Voegtlin [44], refers to the "awareness and consideration of the consequences of one's actions for all stakeholders, as well as the exertion of influence by enabling the involvement of the affected stakeholders and by engaging in an active stakeholder dialogue. There in responsible leaders strive to weigh and balance the interests of the forwarded claims" (p. 59).…”