responsible leadership: pathways to the future
Responsibility and global justice: A social connection model. She also proposes a stakeholder model of organizational leadership and stresses the importance of context, relationships, leader role-sets, and, to a lesser extent, leader attributes. Although some authors (Avolio and Gardner 2005, Luthans and Avolio 2003, May et al. 2005). ), Handbook on responsible leadership and governance in global business. 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). San Francisco: Berrett-Koehler. PROGRAM OVERVIEW. 2003) understand ethics as an inherent component of authentic leadership, others (Cooper et al. Social Philosophy & Policy, 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 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. 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. 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. Journal of Business Ethics, 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. (2003). Academy of Management Learning & Education, This understanding of responsible leadership might address the challenges of globalization better than existing leadership concepts. Relational intelligence for leading responsibly in a connected world. By adhering to stakeholder values and creating strong follower perceptions of shared values, transformational leaders can influence followers’ beliefs in the stakeholder CSR perspective and willingness to engage in extra-role, citizenship behaviors that address organizational and community problems. Third, responsible leadership is less focused on individual characteristics, such as defining the “great man” or the charismatic and transformative leader. 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). This article outlines the main features of the relevant research, specifies a definition of the concept, and compares this emergent understanding of responsible leadership with related leadership theories. Wade-Benzoni, K. A., Sondak, H., & Galinsky, A. D. (2010). The authors in Maak and Pless’s (2006b) text are mainly concerned with the conceptual foundations of responsible leadership and seek to contribute to a better understanding of the foundations of responsible leadership. 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). 2010) and stakeholder legitimacy in particular (e.g., Mitchell et al. The findings uncover the multiple, often implicit roles of HR in responsible leadership, as well as the interrelation of functional, practical, and relational dimensions. The notion of transformational leadership was introduced by Burns (1978) in the context of political leadership, then further developed and conceptualized by Bass (1985) and his colleagues (e.g., Bass and Avolio 1995; Avolio et al. Palo Alto, CA: Mind Garden. 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. It also offers benefits for constituents who otherwise would never have been affected. Human Relations, Add to My Bookmarks Export citation. “What’s your story?”: A life-stories approach to authentic leadership development. 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. Enter the email address you signed up with and we'll email you a reset link. Sachs, J. Pless and Maak (2005) specify that responsible leadership requires leaders to take another step to develop a sense of others’ emotions and values/norms, reflect on the adequacy of their own emotions and values, and assess them in comparison with general standards and hypernorms (Donaldson and Dunfee 1999), as well as with local needs. In K. M. Weaver (Ed.) 74(4), 329–343. The idea of servant leadership, in its current form, was largely developed by Robert K. Greenleaf (1977), a former AT&T executive, after he read Hermann Hesse’s novel The Journey to the East, a story of a group of travelers in search of enlightenment that discovers, only after breaking apart, that a servant Leo led the group and held it together. Moral imagination and management decision making. (2005). Responsible Leadership: Pathways to the Future. The Pathways to your Future Program is available to Scouts Canada members aged 14 to 26. 97, 117–134. As an individual-level phenomenon, transformational leadership entails a process of building commitment and empowerment among followers to accomplish organizational goals (Stone et al. 2003, 2000), defined as “the demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through two-way communication, reinforcement, and decision-making” (Brown et al. Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). If the answer is yes, the leader was successful and effective. Avolio, B., Waldman, D., & Yammarino, F. (1991). The Leadership Quarterly, (Eds.). The Leadership Quarterly, Authentic leadership described by proponents in the field as “perhaps the oldest, oldest, oldest wine in the traditional leadership bottle” (Avolio et al. The quest for responsible leadership is not limited to scandals and subsequent calls for responsible and ethical conduct though (Brown and Treviño 2006). From higher aims to hired hands: The social transformation of American business schools and the unfulfilled promise of management as a profession. Neither of these elements is part of the ethical leadership construct (Brown and Treviño 2006). But it also differs in several aspects. Trying to be authentic is an ongoing process that starts with engaging perceived values while also analyzing one’s own history (self-enlargement), relationships with others (self-connection), and aspirations for the future. New York, Mahwah, NJ: Paulist Press. 16, 475–493. Understanding responsible leadership: Roles identity and motivational drivers. First, in terms of the definition of followers, responsible leadership considers them more broadly as stakeholders inside and outside the organization.