Responsible leadership development – crucible experiences and power relationships in a global professional services firm

Good leadership: A mirage in the desert?

“…The latter of these two wordsleadershipis in itself not easily defined, and putting 'good' as a prefix does not make our task any easier. Several scholars have claimed that good leadership is multi-dimensional and thus is not readily defined (Bass et al, 2005;Blakeley & Higgs, 2015;Carden & Callahan, 2007;Yukl et al, 2002), and we tend to agree. The converse approach, seeking to define 'bad leadership', is also very difficult.…”

The Impact of Ethical Leadership on Employees’ In‐Role Performance: The Mediating Effect of Employees’ Psychological Ownership

“…Due to the criticism, HRD's view on employees has changed: Employees are not regarded as just a cost to be minimized or an asset to be exploited (Becker, Carboli, & Langella, ). In addition, the role of HRD has become broader: The main role of HRD is expanded into developing employees’ value and competencies to help them contribute to corporate responsibility, which embraces corporate social responsibility, long‐term sustainability, and ethical actions, as organizational members (Ardichvili, ; Blakeley & Higgs, ; Garavan & McGuire, ). Sustainable and responsible HRD focuses on both employee development and organizational effectiveness (Ardichvili, ).…”

“…Sustainable and responsible HRD focuses on both employee development and organizational effectiveness (Ardichvili, ). The role of HRD involves not only ensuring organizational profit but also developing ethical and responsible leaders who are able to support corporate responsibility (Blakeley & Higgs, ; Garavan & McGuire, ). Therefore, developing ethically and socially conscious leadership is a critical role of HRD in that leaders’ values and behaviors influence responsible and ethical organizational cultures (Baek & Kim, ; Blakeley & Higgs, ).…”

Examining the Link Between Corporate Social Responsibility and Human Resources: Implications for HRD Research and Practice

“…The majority of empirical studies on the CSR-HR link were conducted at the organizational level of analysis (Greening & Turban, 2000), and focused on HRM's strategic and managerial roles in CSR (e.g., Ehnert et al, 2015;Shen & Zhu, 2011). In the field of HRD, the only empirical studies on this link that we were able to find were conducted by Fenwick and Bierema (2008) and Blakeley and Higgs (2014). Therefore, there is a need for further empirical studies on how HRD is involved in CSR-related work in various types of organizations.…”