Finally, he notes the importance of further descriptive research in the domain of responsible leadership. Human Relations, Wade-Benzoni, K. A., Sondak, H., & Galinsky, A. D. (2010). That is, we need to rethink leadership as leadership of a network of stakeholder relationships. In particular, further research should address definitional issues, as David Waldman notes in his contribution: Multiple definitions and moral bases attempt to conceptualize responsible leadership, all of which might be equally legitimate and valid. Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good. 2010) and stakeholder legitimacy in particular (e.g., Mitchell et al. Google Scholar. Avolio, B., Waldman, D., & Yammarino, F. (1991). Social Philosophy & Policy, San Francisco, CA: Berrett-Koehler. Responsibility and global justice: A social connection model. (2005). Thus, responsible leadership reflects the pertinent hierarchical level; can reduce unethical behavior among a primary stakeholder group, namely, employees; and has a direct impact on the job satisfaction of direct report employees. Responsible Leadership: Pathways to the Future. Maak and Pless (2006a, p. 103), in one of the first journal publications on this topic, define responsible leadership as “a relational and ethical phenomenon, which occurs in social processes of interaction with those who affect or are affected by leadership and have a stake in the purpose and vision of the leadership relationship,” thereby broadening the view from a traditional leader–subordinate relationship to leader–stakeholder relationships. Of the eight contributions in this Special Issue, three articles are conceptual and five are empirical. Pless, N. M., & Maak, T. (2008). In “Values, Authenticity, and Responsible Leadership,” Ed Freeman and Ellen Auster rethink the concept of authenticity according to its application in modern organizational life, such that they enrich extant theory on responsible leadership. Various envi-ronmental and social forces have triggered interest in both research and practices of responsible leadership. The development and mobilization of followers inside and outside the organization (individual-level outcomes) is the means by which leadership serves a higher purpose and achieves social change. Pathways to Leadership. New York, Mahwah, NJ: Paulist Press. 23(1), 102–130. Moreover, the objectivist stance of traditional concepts and the ignorance of normative issues makes it difficult to determine how such research could inform those who look for guidance in matters of responsible leadership. 13(2), 209–220. This author also notes concerns about the measurement of responsible leadership. As such, responsible leadership is an inherently normative approach to leadership. If you have suggestions on how to improve user experience, please contact web@pathwayswv.org . However, with the exception of responsible leadership, none of these approaches includes the social and natural environment as a pertinent level of analysis, links leadership to the outcomes of sustainable value creation or social change (i.e., for the benefit of all legitimate stakeholders), or defines followers in a broad sense as stakeholders within and outside the organization. SAGE Business Cases. Toward a theory of stakeholder identification and salience: Defining the principle of who and what really counts. Quigley, N. R., Sully de Luque, M., & House, R. J. This effect of responsible leadership on job satisfaction also is partly mediated by observed unethical behavior. Although CSR practices have been embraced by many corporations, the authors argue that the specific contributions of HR professionals, HR management practices, and employees to responsible leadership have been overlooked. Yet even as achieving, managing, and safeguarding high ethical standards in the workforce are cited as important aspects, they are not sufficient conditions for responsible leadership. This situation is not necessarily surprising; most leadership research still assumes that leadership takes place in clearly structured, hierarchical relationships and that researchers can uncover some ultimate truth about what constitutes “effective” leadership. University of Melbourne Researchers. How do I set a reading intention. Responsible leaders thus build and cultivate “sustainable relationships with stakeholders … to achieve mutually shared objectives based on a vision of business as a force of good for the many, and not just a few (shareholders, managers)” (Maak 2007, p. 331). Various envi- ronmental and social forces have triggered interest in both research and practices of responsible leadership. Avolio, B. J., Gardner, W. L., & Walumbwa, F. O. It stands in stark contrast with many recent self-serving, real-life leadership episodes, in which leaders first and foremost thought about themselves and their interests rather than about their constituencies. The quest for responsible leadership is not limited to scandals and subsequent calls for responsible and ethical conduct though (Brown and Treviño 2006). Treviño, L. K. (1990). Contextual factors such as uncertainty, culture/climate, and inclusion are considered, to the extent that they moderate the outcomes of authentic leadership. Correspondence to This comprehensive, turnkey eLearning bundle provides the tools to train and educate the frontline staff responsible for … Our brief overview might offer a starting point for cross-comparisons of responsible leadership with other leadership concepts. Pless, N. M. (2007). Part of Springer Nature. Enter the email address you signed up with and we'll email you a reset link. Article New York, NY: Harper and Row. It also offers benefits for constituents who otherwise would never have been affected. Specifically, they propose that responsibility is missing from established leadership descriptors, such as transformational, charismatic, authentic, participative, servant, shared, or even spiritual and ethical leadership, “and that it is actually this element that is at the heart of what effective leadership is all about. For example, the high performance consensus (neutral part of strategy-making) in these organizations leads to greater tolerance for risk-taking. How do I set a reading intention. This article maps current thinking in the emerging field of responsible leadership. Responsible leadership and governance in a global context. Various environmental and social forces have triggered interest in both research and practices of responsible leadership. The mediating role of transformational leadership, An Empirical Study of Leader Ethical Values, Transformational and Transactional Leadership, and Follower Attitudes Toward Corporate Social Responsibility, Does integrity matter for CSR practice in organizations? The time also seems ripe to study the role of leadership in building stakeholder social capital (Maak 2007). The 2021 Responsible Business LIVE conference comes at a time when the private sector is at its most critical juncture and has a leading role to play in facilitating a resilient and sustainable recovery in 2021 that considers purpose as well as profit. We specify our understanding of responsible leadership at the individual level, provide an overview of the various articles in this special issue, and offer some tentative pathways for further research. 37, 327–341. This item appears on. Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Organizational Dynamics, Torreblanca, 59, 08172, Sant Cugat del Vallès, Barcelona, Spain, Department of People Management & Organization, ESADE Business School, Ramon Llull University, Av. All things considered then, responsible leadership is a multilevel response to deficiencies in existing leadership frameworks and theories; to high-profile scandals on individual, organizational, and systemic levels; and to new and emerging social, ethical, and environmental challenges in an increasingly connected world. (2003). 20(1), 7–34. For the relational contribution of HR, this article notes that HR professionals manage relationships with employees, facilitate employees’ involvement and representation in CSR issues and topics, and monitor the CSR influence on employees through HR processes. California Management Review, Preview. Schneider highlights the “radix organization,” which has a core but otherwise is flexible (and flat) enough “to meet the challenges of fluctuating vertical, lateral, and external demands” (Schneider 2002, p. 209). The Leadership Quarterly, Ethical qualities, such as moral capacity, courage, and transparency are understood as positive psychological resources. Leadership can be defined as the capacity to influence people to achieve a common goal.. Responsible leadership in a stakeholder society—A relational perspective. Responsible leadership appears to overlap with authentic leadership with respect to its self-awareness and self-regulation components (Pless and Maak 2005), but it also goes further. Business Ethics Quarterly, The Pathways to your Future Program is available to Scouts Canada members aged 14 to 26. Finally, whereas ethical leadership theory considers intraorganizational contextual factors, such as an ethical culture (Treviño 1990), responsible leadership goes further and addresses factors from the cultural context, such as power distance and humane orientation (Pless and Maak 2008). Even organizations can become poetic if they comprehend the processes of self-understanding, connection, and aspiration (i.e., perceived organizational values, analysis of historical routines, awareness of the network of stakeholder relationships, and consciousness of a purpose or aspiration). Through such a comparison, we can provide snapshots, insights, and orientations that help us navigate an increasingly diverse field, rather than providing a single-focused, in-depth discussion that would be beyond the scope of this article. Your reading intentions are also stored in your profile for future reference. 2004). Christian Voegtlin’s article, “Development of a Scale Measuring Responsible Leadership,” extends understanding of responsible leadership with an ideal of discourse ethics that enables leaders to act morally and engage in dialogue with all affected constituents, which grants the organization a license to operate. To learn more, view our, The roles of leadership styles in corporate social responsibility, Does integrity matter for CSR practice in Organisations? That is, they must walk their talk ultimately to rebuild the public trust vested in them. Journal of Business Ethics, To varying degrees, they also understand ethics as an inherent component of leadership. 16, 315–338. "Responsible Leadership: Pathways to the Future," Journal of Business Ethics, Springer, vol. Maak, T., & Pless, N. M. (2006a). The central motivation therefore is not serving others but rather responding to others’ interests and needs, including those of outside stakeholders and society at large. “What’s your story?”: A life-stories approach to authentic leadership development. Understanding responsible leadership: Roles identity and motivational drivers. Alternative perspectives of responsible leadership. Authentic leadership: A positive developmental approach. Torreblanca, 59, 08172, Sant Cugat del Vallès, Barcelona, Spain, You can also search for this author in Ethical leadership: A review and future directions. Third, responsible leadership is less focused on individual characteristics, such as defining the “great man” or the charismatic and transformative leader. Ethics, character, and authentic transformational leadership behavior. Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. Bass, B. M., & Avolio, B. J. We understand responsible leadership as a. values-based and thorough ethical principles-driven relationship between leaders and stakeholders who are connected through a sheared sense of meaning and purpose through which they raise one another to higher levels of motivation and commitment for achieving sustainable values creation and social change (Pless 2007, p. 438). Pless N Maak T 2011 Responsible leadership Pathways to the future Journal of from MBA 5431 at Florida Institute of Technology How do … Research on transformational leadership considers some contextual factors, such as country culture or organizational culture, but it does not explicitly discuss “leadership in the context of contemporary stakeholder theory” (Bass and Steidlmeier 1999, p. 200), which instead is the specific contribution of responsible leadership theory. May, D. R., Chan, A. Y. L., Hodges, T. D., & Avolio, B. J. Stakeholder theory, the state of the art. The promise and peril of global business ethics. The discussion recognized “bad management theories [were] destroying good management practice” (Ghoshal 2005) and cited the need for “managers, not MBAs” (Mintzberg 2004), that is, professionals with higher aims and not just “hired hands” (Khurana 2007). ), Handbook on responsible leadership and governance in global business. In this sense, researchers under the responsible leadership umbrella may deal with individual factors, such as values, virtues, and ethical decision-making; just as they can address organizational-level leadership, including the links among corporate social responsibility, stakeholder theory, and leadership; and still consider institutional factors and their influence on responsible leadership, such as the societal or cultural context, as defined by factors such as power distance, collectivism, and humane orientation that indicate the extent to which social concerns are part of cultural practices. Academy of Management Review, By making leader–stakeholder relationships the center of attention, responsible leadership focuses on the responsibilities that leaders have in relation to different stakeholder groups. The third caveat is connected to the positioning of responsible leadership within the body of leadership theory and research according to its “other-regarding focus” (i.e., leaders’ accountability to various stakeholders). One such demand is stakeholders’ expectation that businesses and their leaders take active roles in fostering responsible behavior, within and outside the organization, such as by creating responsible organizational cultures, pursuing a triple bottom-line (social, environmental, and economic value) approach, and acting as good citizens (Maak 2007; Pless 2007). 2005, p. xxii), continues to draw research interest. J Bus Ethics (2011) 98:3–13 DOI 10.1007/s10551-011-1114-4 Responsible Leadership: Pathways to the Future Nicola M. Pless • Thomas Maak Published online: 29 November 2011 Springer Science+Business Media B.V. 2011 Abstract This article maps current thinking in the charismatic, authentic, participative, servant, shared, or emerging field of responsible leadership. (1995). In turn, it acknowledges the latent tension between ethics and effectiveness and is cautious about exploiting ethics as a tool to enhance leader effectiveness. To browse Academia.edu and the wider internet faster and more securely, please take a few seconds to upgrade your browser. These components have significant roles with regard to conceptualizations of responsible leadership. Our Church can only be sustained if lay and ordained Catholics share a co-responsibility for the leadership, culture, and work of our Church. 2004; Yukl 2002) and thus enhance follower performance. In this contrast, we find a shift from a shareholder mindset to a stakeholder orientation (Maak and Pless 2006a; Waldman and Galvin 2008). The Leadership Quarterly, Treviño, L. K., Hartman, L. P., & Brown, M. (2000). Pless, N.M., Maak, T. Responsible Leadership: Pathways to the Future. Luthans, F., & Avolio, B. J. You can download the paper by clicking the button above. That is, the former stresses the importance of a full-range view of leader–stakeholder relationships, whereas ethical leadership restricts its view to a classical leadership dyad of leader–subordinate. The first caveat pertains to definitional issues: Multiple definitions and moral bases exist to conceptualize responsible leadership, all of might be equally legitimate and valid (e.g., shareholder view, normative stakeholder theory). MANAGEMENT: INFLUENCE PATHWAYS AND ORGANIZATIONAL OUTCOMES JONATHAN P. DOH NARDA R. QUIGLEY Villanova University The construct of responsible leadership has gained considerable traction in contem-porary management scholarship. By definition then, responsible leadership is geared toward the concerns of others and asks for what and to whom leaders are responsible. Mintzberg, H. (2004). Furthermore, ethical leadership seeks to predict outcomes, such as leader effectiveness, employee job satisfaction, and dedication; responsible leadership transcends this micro-level perspective to focus on multilevel outcomes. Cite. In “Responsible Leadership Helps Retain Talent in India,” Jonathan Doh, Stephen Stumpf, and Walter Tymon approach responsible leadership as an organizational-level phenomenon. Therefore, the concern of the responsible leader is to mobilize others to serve, engage in, and support objectives tied to a mutually desirable social purpose. The purpose of ethical leadership is to influence followers, generally understood as subordinates in the organization, by demonstrating ethical conduct, often through transactional mechanisms. Virtue establishes a fixed point for coping with change, because it helps identify the universally accepted standard for what leaders may consider best for other individuals and their organizations. Accordingly we identify two important avenues for research that connect to the very meaning of responsible leadership: one that seeks to investigate conceptually and empirically what might be described as responsible leader mindsets, and another that attempts to clarify who should be included as a relevant other in networks of leader–stakeholder relationships. PubMed Google Scholar. Preface, in their Authentic leadership theory and practice: Origins, effects and development. Both authentic and responsible leadership theories factor in the organizational impact of leadership. In particular, five contributions in this issue (by Cameron Freeman, Auster, Voegtlin, Waldman, and Groves) place a specific focus on the individual level of the leader, while three articles (by Gond et al., Pretorius et al., Doh et al.) As Jeffrey Sachs (2011, p. 3) argues in a recent book, “A society of markets, laws, and elections is not enough if the rich and powerful fail to behave with respect, honesty, and compassion toward the rest of society and toward the world…. Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. As we have argued elsewhere, “building and cultivating ethically sound relations toward different stakeholders is an important responsibility of leaders in an interconnected stakeholder society” (Maak and Pless 2006a, p. 101). For all parties involved, these are difficult questions to answer. Add to My Bookmarks Export citation. Luthans and Avolio (2003, p. 243) thereby define authentic leadership as “a process that draws from both positive psychological capacities and a highly developed organizational context.” Despite being a multilevel construct (including components from organizational, group, and individual levels), it centers mostly on processes at the individual level. 2005, Shamir and Eilam 2005, Sparrowe 2005) voice concerns about defining authentic leadership as encompassing moral resources. University of Melbourne Researchers. Although intrinsically motivated, responsible leaders are not necessarily driven by spirituality or an inner calling. But current research is more concerned with positive outcomes and the role of authenticity—which in the most generic terms refers to being one’s true self or being true to who you are—in the spirit of positive organizational scholarship (Cameron et al. They propose the idea of the “poetic self,” a creative project by which the leader seeks to live authentically. If you have suggestions on how to improve user experience, please contact web@pathwayswv.org. Bad management theories are destroying good management practices. Fifth, both transformational and responsible leadership include notions of change and transformation. 16, 475–493. From higher aims to hired hands: The social transformation of American business schools and the unfulfilled promise of management as a profession. Stone, A. G., Russell, R. F., & Patterson, K. (2004). As research seeks to refine responsible leadership, it would be helpful to have scales and constructs for testing. Schneider, M. (2002). The article by Jean-Pascal Gond and colleagues, “The Human Resources Contribution to Responsible Leadership: An Exploration of the CSR-HR Interface,” aims to investigate how human resources (HR) contribute to socially responsible leadership at functional, practical, and relational levels of analysis. In other words, there appears to be a distinction between inauthentic and authentic transformational leaders. Responsible Leadership: Pathways to the Future. Upper Saddle Creek, NJ: Prentice-Hall. (2003). Responsible leadership: Pathways to the future Pless, Nicola; Maak, Thomas Journal of Business Ethics Vol. Greenleaf, R. K. (2002). Academy of Management Learning & Education, The program is an opportunity to develop practical skills such as financial literacy, and project and relationship management, alongside soft skills such as collaboration, adaptability and time management within the scope of a personal project or through an experience. With this theory, responsible leadership shares the idea of the leader as a positive role model who behaves virtuously, acts according to ethical standards, insures ethical and pro-social conduct in the workplace, and uses principles of moral reasoning to make decisions (Treviño et al. It zooms in on the current state of research and sets the stage for further research. Leadership and Organization Development Journal, 241–261). Moral imagination and management decision making. 15, 9–16. Leadership and performance beyond expectations. 74(4), 329–343. INSEAD Faculty & Research Working Paper, 2008/22/OB. The Leadership Quarterly, 42, 128–142. What we see emerging instead is a multilevel theory that connects individual, organizational, and institutional factors (Quigley et al. Following the fall from grace of the “smartest guys in the room” (…), new laws and regulation arose, such as the Sarbanes-Oxley Act, followed by a critical academic debate about the impact of greed and reckless self-interest in managerial decision-making. The authors reflect on some foundational questions about the logic of values, arguing that the idea of simply “acting on one’s values” or “being true to oneself”—what has been called the “essentialist self”—at best establishes a starting point for thinking about authenticity, because of the difficulty of knowing one’s own values and acting accordingly. The field of responsible leadership is still in its infancy. ), Positive organizational scholarship (pp. Thus, responsible leadership offers unique, beneficial, new, or complementary insights. Pless, N. M., & Maak, T. (2005). Responsible Leadership: Pathways to the Future Nicola M. Pless • Thomas Maak Published online: 29 November 2011 Springer Science+Business Media B.V. 2011 Abstract This article maps current thinking in the emerging field of responsible leadership. Responsible leadership goes beyond ethical perspectives, primarily from a relational point of view. In R. Woodman & W. Passmore (Eds. Maak, T., & Pless, N. M. (2006b). San Francisco: Berrett-Koehler. Journal of Business Ethics, Levinas's ethics is phenomenologically inter-subjective where in temporal human encounters the face of the Other commands responsibility. The Leadership Quarterly, There are 72,000,000 Baby Boomers living in the United States and 10,000 of these boomers retire daily. Brown, M. E., & Treviño, L. K. (2006). This understanding of responsible leadership might address the challenges of globalization better than existing leadership concepts. Mitchell, R. K., Agle, B. R., & Wood, D. J. J Bus Ethics (2011) 98:3-13 DOI 10.1007/sl0551-01 1-1 114-4 Responsible Leadership: Pathways to the Future Nicola M. Pless • Thomas Maak Published online: 29 November 201 1 Servant leadership, another individual-level phenomenon, centers primarily on those whom the leader serves, or the followers. Despite the strong push for reforms, irresponsible leadership was a primary cause of the global economic crisis of 2008; thus, it became clear that solving leadership issues was a long-term endeavor and that responsible (global) leadership needed to be approached on both individual and systemic levels to be effective. Similar to authentic leadership, responsible leadership aims for positive organizational outcomes, but extending beyond traditional economic outcome variables, it also proposes that leadership includes contributions to value and social capital by stakeholders in business and society and thus ultimately should result in positive social change (Maak 2007; Pless 2007). Handbook of responsible leadership and governance in global business. They shift the focus to the responsibilities that leaders have in relation to various stakeholder groups and accordingly contend that relationships “are the centre of leadership” (Maak and Pless 2006b, p. 39), such that “building and cultivating … ethically sound relations toward different stakeholders is an important responsibility of leaders in an interconnected stakeholder society” (Maak and Pless 2006a, p. 101). This comment may seem to be stating the obvious, but it is arguably one of the most under researched concepts in this field, as well as one of the most relevant. Concomitantly, we define a responsible leader as a person who reconciles “the idea of effectiveness with the idea of corporate responsibility by being an active citizen and promoting active citizenship inside and outside the organization” (Pless 2007, p. 450). 1991). Add to My Bookmarks Export citation. (2003). Useful measures should integrate multiple perspectives on leader’s values and behaviors, from different types of stakeholders rather than just from immediate followers. Responsible Leadership: Pathways to the Future Nicola M. Pless • Thomas Maak Published online: 29 November 2011 Ó Springer Science+Business Media B.V. 2011 Abstract This article maps current thinking in the emerging field of responsible leadership. 16, 419–439. 41, 45–63. The proposed empirical scale of responsible leadership enables descriptive and prescriptive evaluations; it validates a one-dimensional construct with high internal consistency, as well as discriminant and predictive validity. Empirical findings, based on mixed method research (analyses of in-depth interviews and 210 questionnaires) conducted in South Africa, reveal that organizations combine deliberate strategy-making modes (i.e., formal, rational, comprehensive approach with articulated vision, direction, and specific ends and means) with emergent strategy-making efforts (i.e., quick response, adaptive, trial-and-error with vague ends and means, flexible planning structures, and tolerance for change). The field is far from complete, and the contributions in this issue provide only a snapshot of the challenges and concerns that remain to be studied. Cameron, K., Dutton, J., & Quinn, R. E. Bass, B. M. (1985). Maak and Pless (2006a, b) stress that leadership in a network of stakeholder relationships not only induces new roles and responsibilities but also creates a new social perception of leadership, in which the leader is a coordinator and a cultivator of relationships with different constituencies, across and beyond the organization. With the exception of Schneider (2002), to the best of our knowledge, no one has tried to develop a theory of stakeholder leadership, notwithstanding Bass and Steidlmeier’s (1999, p. 200) suggestion to discuss “leadership in the context of contemporary stakeholder theory.” We assert that responsible and stakeholder leadership is not just inextricably linked but that responsible leadership provides a convincing perspective on how to connect leadership to stakeholder theory.
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