Responsible Leadership

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Visit emeraldpublishing. Abstract Purpose — The purpose of this paper is to review the links between ethics, leadership and psychology, and to introduce the papers for the special issue of the Journal of Management Development.

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Please note you might not have access to this content. You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account. After years of teaching CSR to hundreds of students, I could not find a CSR textbook that ties both theory and practice well enough together.


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Believing that students and practitioners need to know the concepts, theories and philosophical approaches to CSR but also acquire the practical tools that allow them to implement this knowledge is what motivated me to write this book. Since business schools have a growing duty to develop leaders who are responsible and ethical, a textbook providing theory and practical examples related to CSR was required. As such, it was clear to me that the book will have to include a full chapter on responsible leadership.

The book includes 12 chapters on CSR and Chapter 6 is exclusively devoted to responsible leadership. With the opening case of Paul Polman, the chapter includes several existing leadership frameworks which can be applied to strategic CSR.

It begins with existing definitions and frameworks of sustainable, responsible and ethical leadership. According to the Financial Times Business Lexicon a , responsible leadership is about making business decisions that, next to the interests of the shareholders, also take into account all the other stakeholders, such as workers, clients, suppliers, the environment, the community and future generations.

Responsible leaders consider whether their business activities are sustainable and are not polluting the surrounding environment.

Responsible Leadership - HBS Working Knowledge - Harvard Business School

Such leaders identify systemic risks that the business activities might contribute to, instead of taking short-term risks for quick profits that could endanger the reputation of the company. Responsible leaders care about the welfare of the people in their workforce and ensure sustainability throughout the entire supply chain.

Other frameworks included in this chapter are purpose-driven and value-based leadership, transformational leadership, servant leadership, authentic leadership and conscious leadership. Today I want to talk about purpose.

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The challenge for our generation is creating a world where everyone has a sense of purpose. Similarly, value-based leadership is about knowing your values and working according to them. Every person has values, including CEOs and organisational leaders, but some might feel they need to leave their values at the door when they put on the hat of a CEO, who needs to ensure financial sustainability for the company.

However, research shows that CEOs and leaders with a strong value base, who work and live by their values, create a strong organisational culture, trust and socially responsible companies. Leaders with high levels of benevolence and universalism values, who act according to their values, are in a better position to lead strategic CSR. Transformational leadership explains how leaders change organisations by creating, communicating and modelling a vision for the organisation and inspiring employees to strive towards this vision.

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The Five Dimensions of Responsible Leadership

Transformational leaders work by tapping into and inspiring the higher motivations of followers, not by offering monetary rewards and other resource exchanges but by understanding that people are also purpose and vision driven. In addition, transformational leadership has been defined in terms of how such leaders stress self-sacrifice for the long-term good of the larger group or collective. Housing Info. The AOM Specialized Conferences Initiative features a portfolio of smaller, meaningful and sustainable new meeting opportunities that complement our historic Annual Meeting.

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Several new conference models will allow members and participants to connect and engage throughout the year, virtually and in varied locations, that are reflective of the geographic dispersion of our international membership. In addition to these conferences, new ideas that reflect the creative energy of our membership are expected to emerge, as the Academy experiments with new program structures, delivery modes, content features, and conference designs.

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