1 |
Maak, T., & Pless, N. M. (2006b)Maak, T., & Pless, N. M. (2006b). Responsible leadership in a stakeholder society - A relational perspective. Journal of Business Ethics, 66(1), 99-115. https://doi.org/10.1007/s10551-006-9047-z
https://doi.org/10.1007/s10551-006-9047-...
. Responsible leadership in a stakeholder society - A relational perspective. Journal of Business Ethics, 66(1), 99-115.https://doi.org/10.1007/s10551-006-9047-z
|
31 |
48% |
Theoretical |
--- |
Under the stakeholder theory, leadership goes further that the traditional leader-follower concepts; the leader becomes a coordinator and a cultivator of relationships towards different stakeholder groups inside and outside the corporation;A (responsible) leader's roles is modeled*: The leader as steward, as citizen, as visionary, as servant, as coach, as architect, as storyteller and meaning enabler, as change agent. |
2 |
Waldman, D. A., & Galvin, B. M. (2008)Waldman, D. A., & Galvin, B. M. (2008). Alternative perspectives of responsible leadership. Organizational Dynamics, 37(4), 327-341. https://doi.org/10.1016/j.orgdyn.2008.07.001
https://doi.org/10.1016/j.orgdyn.2008.07...
. Alternative perspectives of responsible leadership. Organizational Dynamics, 37(4), 327-341.https://doi.org/10.1016/j.orgdyn.2008.07.001
|
18 |
28% |
Theoretical |
--- |
Despite several characterizations of exemplary leadership put forward in recent years (terms such as transformational, charismatic, authentic, ethical, participative, servant, shared, and spiritual) authors propose that the responsibility element is missing from these descriptors;Authors discuss to whom and what are leaders responsible, define the parameters of responsible leadership, and give suggestions for implementation in an organizational setting. |
3 |
Brown, M. E., & Treviño, L. K. (2006)Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616. https://doi.org/10.1016/j.leaqua.2006.10.004
https://doi.org/10.1016/j.leaqua.2006.10...
. Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595-616.https://doi.org/10.1016/j.leaqua.2006.10.004
|
18 |
28% |
Literature review |
--- |
Focuses on the construct of ethical leadership and spiritual, authentic, and transformational leadership;Intersecting the literature of the ethics and leadership, sixteen propositions about the antecedents and outcomes of ethical leadership are proposed;Ethical leaders are honest, caring, and principled individuals who make fair and balanced decisions; frequently communicate with their followers about ethics, set clear ethical standards and use rewards and punishments to see that those standards are followed; do not just talk a good game—they practice what they preach and are proactive role models for ethical conduct. |
4 |
Pless, N. M. (2007)Pless, N. M. (2007). Understanding responsible leadership: Role identity and motivational drivers. Journal of Business Ethics, 74(4), 437-456. https://doi.org/10.1007/s10551-007-9518-x
https://doi.org/10.1007/s10551-007-9518-...
. Understanding responsible leadership: Role identity and motivational drivers. Journal of Business Ethics, 74(4), 437-456.https://doi.org/10.1007/s10551-007-9518-x
|
16 |
25% |
Case Study |
Anita Roddick, Founder of The Body Shop |
Biographical analysis to understand the behavior and identity script of Anita Roddick as a widely recognized case of a prototype of a responsible leader. |
5 |
Waldman, D. A., & Siegel, D. (2008)Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. The Leadership Quarterly, 19(1), 117-131. https://doi.org/10.1016/j.leaqua.2007.12.008
https://doi.org/10.1016/j.leaqua.2007.12...
. Defining the socially responsible leader. The Leadership Quarterly, 19(1), 117-131.https://doi.org/10.1016/j.leaqua.2007.12.008
|
15 |
23% |
Letters |
--- |
Series of letters between David Waldman and Donald Siegel debating the drivers of socially responsible decisions and actions undertaken by leaders. |
6 |
Doh, J. P., & Stumpf, S. A. (Eds.). (2005)Doh, J. P., & Stumpf, S. A. (Eds.). (2005). Handbook on responsible leadership and governance in global business. Edward Elgar Publishing.. Handbook on responsible leadership and governance in global business. Northampton, MA: Edward Elgar Publishing. |
15 |
23% |
Book |
--- |
Reviews the academic research on CSR, providing new perspectives on CSR and the debates around it. |
7 |
Donaldson, T., & Preston, L. E. (1995)Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65-91. https://doi.org/10.2307/258887
https://doi.org/10.2307/258887...
. The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65-91.https://doi.org/10.2307/258887
|
14 |
22% |
Theoretical |
--- |
Examine the three aspects (descriptive accuracy, instrumental power, and normative validity) of the stakeholder theory and critique and integrate important contributions to the literature related to each. |
8 |
Maak, T. (2007)Maak, T. (2007). Responsible leadership, stakeholder engagement, and the emergence of social capital. Journal of Business Ethics, 74(4), 329-343. https://doi.org/10.1007/s10551-007-9510-5
https://doi.org/10.1007/s10551-007-9510-...
. Responsible leadership, stakeholder engagement, and the emergence of social capital. Journal of Business Ethics, 74(4), 329-343.https://doi.org/10.1007/s10551-007-9510-5
|
14 |
22% |
Theoretical |
--- |
Responsible leadership contributes to building social capital and ultimately to both a sustainable business and the common good, |
9 |
Maak, T., & Pless, N. M. (Eds.). (2006a)Maak, T., & Pless, N. M. (2006a). Responsible leadership. London: Routledge.. Responsible leadership. London: Routledge. |
14 |
22% |
Book |
--- |
Several chapters on Responsible Leadership conceptualization and on future leadership. In practice. |
10 |
Freeman, R. E. (1984)Freeman, R. E. (1984). Stakeholder management: Framework and philosophy. Mansfield, MA: Pitman.. Stakeholder management: Framework and philosophy. Mansfield, MA: Pitman. |
13 |
20% |
Book |
--- |
Contrary to the limited shareholder view, the stakeholder perspective assumes that each organization has responsibilities to multiple groups, hence management needs to develop business code of ethics, and values and morals in managing their organizations, such that they respond to the due interests of such groups. |
11 |
Ghoshal, S. (2005)Ghoshal, S. (2005). Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4(1), 75-91. https://doi.org/10.5465/amle.2005.16132558
https://doi.org/10.5465/amle.2005.161325...
. Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4(1), 75-91.https://doi.org/10.5465/amle.2005.16132558
|
13 |
20% |
Theoretical |
--- |
Bad theories destroy good practices;"By propagating ideologically inspired amoral theories, business schools have actively freed their students from any sense of moral responsibility" (p. 76). |
12 |
Burns, J. M. (1978)Burns, J. M. (1978). Leadership. New York: Harper & Row.. Leadership. New York: Harper & Row. |
12 |
19% |
Book |
--- |
Classic text on the study of leadership, ranging from the transactional to the transformational leadership. |
13 |
Voegtlin, C., Patzer, M., & Scherer, A. G. (2012)Voegtlin, C., Patzer, M., & Scherer, A. G. (2012). Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105(1), 1-16. https://doi.org/10.1007/s10551-011-0952-4
https://doi.org/10.1007/s10551-011-0952-...
. Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105(1), 1-16.https://doi.org/10.1007/s10551-011-0952-4
|
12 |
19% |
Theoretical |
--- |
New model of responsible leadership, drawing on deliberative practices and discursive conflict resolution, combining the macro-view of the business firm as a political actor with the micro-view of leadership. |
14 |
Margolis, J. D., & Walsh, J. P. (2003)Margolis, J. D., & Walsh, J. P. (2003). Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48(2), 268-305. https://doi.org/10.2307/3556659
https://doi.org/10.2307/3556659...
. Misery loves companies: Rethinking social initiatives by business. Administrative Science Quarterly, 48(2), 268-305.https://doi.org/10.2307/3556659
|
11 |
17 |
Theoretical |
|
Authors rethink social initiatives by business in order to reveal the dimensions of organizational responses to misery and to assess how organization theory and empirical research have thus far responded to the relationship between corporate involvement in wider social life. |
15 |
McWilliams, A., & Siegel, D. (2001)McWilliams, A., & Siegel, D. (2001). Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117-127. http://dx.doi.org/10.5465/AMR.2001.4011987
http://dx.doi.org/10.5465/AMR.2001.40119...
. Corporate social responsibility: A theory of the firm perspective. Academy of Management Review, 26(1), 117-127.10.5465/AMR.2001.4011987 |
10 |
16% |
Theoretical |
--- |
A new model of supply and demand of CSR is proposed;Authors suggest that a firm's level of CSR will depend on its size, level of diversification, R&D, advertising, government sales, consumer income, labor market conditions and stage in the industry life cycle; Authors conclude that there will be an ideal level of CSR; They also predict that there will generally be a neutral relationship between CSR activity and firm financial performance. |
16 |
Luque, M. S. de, Washburn, N. T., Waldman, D. A., & House, R. J. (2008)Luque, M. S. de, Washburn, N. T., Waldman, D. A., & House, R. J. (2008). Unrequited profit: How stakeholder and economic values relate to subordinates' perceptions of leadership and firm performance. Administrative Science Quarterly, 53(4), 626-654. https://doi.org/10.2189/asqu.53.4.626
https://doi.org/10.2189/asqu.53.4.626...
. Unrequited profit: How stakeholder and economic values relate to subordinates' perceptions of leadership and firm performance. Administrative Science Quarterly, 53(4), 626-654.https://doi.org/10.2189/asqu.53.4.626 |
10 |
16% |
Empirical |
surveys of CEOs and two subsets of followers;520 firms;17 countries;2000-2003 |
Examine the indirect effects of executives' stakeholder and economic values on firm performance through their followers' perceptions of leadership and followers' extra effort;CEOs' emphasis on economic values is associated with followers' perceptions of autocratic leadership;CEOs' emphasis on stakeholder values is associated with followers' perceptions of visionary leadership;Visionary leadership relates positively to employees' extra effort, which in turn relates to firm performance. |
17 |
Bass, B. M., & Steidlmeier, P. (1999)Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217. https://doi.org/10.1016/s1048-9843(99)00016-8
https://doi.org/10.1016/s1048-9843(99)00...
. Ethics, character, and authentic Transformational leadership behavior. The Leadership Quarterly, 10(2), 181-217.https://doi.org/10.1016/s1048-9843(99)00016-8
|
9 |
14% |
Theoretical |
--- |
Argues that truly transformational leadership must be grounded in moral foundations. |
18 |
Pless, N. M., & Maak, T. (2011)Pless, N. M., & Maak, T. (2011). Responsible leadership: Pathways to the future. Journal of Business Ethics, 98(1), 3-13. https://doi.org/10.1007/978-94-007-3995-6_2
https://doi.org/10.1007/978-94-007-3995-...
. Responsible leadership: Pathways to the future. Journal of Business Ethics, 98(1), 3-13.https://doi.org/10.1007/978-94-007-3995-6_2
|
9 |
14% |
Theoretical |
--- |
Summarizes the existing relevant research on Responsible Leadership and suggests future research avenues. A comparison of Responsible Leadership with related leadership theories such as transformational, ethical, servant, authentic leadership, is made. |
19 |
Avolio, B. J., & Gardner, W. L. (2005)Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338. https://doi.org/10.1016/j.leaqua.2005.03.001
https://doi.org/10.1016/j.leaqua.2005.03...
. Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16(3), 315-338.https://doi.org/10.1016/j.leaqua.2005.03.001
|
9 |
|
Theoretical |
--- |
An introduction to the special issue on Authentic Leadership Development (ALD) and a detailed description of the components of authentic leadership theory is provided;Authentic leadership can incorporate transformational, charismatic, servant, spiritual or other forms of positive leadership;However, in contrast to transformational leadership in particular, authentic leadership may or may not be charismatic. |
20 |
Waldman, D. A., Siegel, D. S., & Javidan, M. (2006)Waldman, D. A., Siegel, D. S., & Javidan, M. (2006). Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43(8), 1703-1725. https://doi.org/10.1111/j.1467-6486.2006.00642.x
https://doi.org/10.1111/j.1467-6486.2006...
. Components of CEO transformational leadership and corporate social responsibility. Journal of Management Studies, 43(8), 1703-1725.https://doi.org/10.1111/j.1467-6486.2006.00642.x
|
9 |
14% |
Empirical |
56 US (51) and Canadian (5) firms;Survey; 125 managers-respondents |
A reconceptualization of transformational leadership is suggested, which emphasizes the intellectual stimulation component in the context of CSR.A key component of CEO transformational leadership, intellectual stimulation, in the prediction of CSR for strategically orientedCSR. |
21 |
Pless, N. M., Maak, T., & Waldman, D. A. (2012)Pless, N. M., Maak, T., & Waldman, D. A. (2012). Different approaches toward doing the right thing: Mapping the responsibility orientations of leaders. The Academy of Management Perspectives, 26(4), 51-65. https://doi.org/10.5465/amp.2012.0028
https://doi.org/10.5465/amp.2012.0028...
. Different approaches toward doing the right thing: Mapping the responsibility orientations of leaders. The Academy of Management Perspectives, 26(4), 51-65.https://doi.org/10.5465/amp.2012.0028
|
9 |
14% |
Empirical |
Qualitative analysis;25 business leaders and entrepreneurs |
Four orientations that leaders may use to demonstrate responsibility and implement corporate social responsibility are identified;Leadership characteristics, stakeholder relations, and strategic emphasis for each of the RL orientations (Traditional economist; Opportunity seeker; Integrator; Idealist) are distinguished. |
22 |
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005)Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
https://doi.org/10.1016/j.obhdp.2005.03....
. Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117-134. https://doi.org/10.1016/j.obhdp.2005.03.002
|
9 |
14% |
Empirical |
Seven studies with different samples: MBAs students,employees from financial services firm, etc. |
The viability and importance of ethical leadership construct is investigated;A new instrument to measure ethical leadership is developed and tested;Ethical leadership is related to consideration behavior, honesty, trust in the leader, interactional fairness, socialized charismatic leadership, and abusive supervision, but is not subsumed by any of these;Ethical leadership predicts outcomes such as perceived effectiveness of leaders, followers' job satisfaction and dedication, and their willingness to report problems to management. |
23 |
Bass, B. M. (1985)Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press; Collier Macmillan.. Leadership and performance beyond expectations. New York: Free Press; Collier Macmillan. |
8 |
13% |
Book |
--- |
Presents original research that for the first time documents the traits of the exceptional leader. |
24 |
Maak, T., & Pless, N. M. (2009)Maak, T., & Pless, N. M. (2009). Business leaders as citizens of the world: Advancing humanism on a global scale. Journal of Business Ethics, 88(3), 537-550. https://doi.org/10.1007/s10551-009-0122-0
https://doi.org/10.1007/s10551-009-0122-...
. Business leaders as citizens of the world. Advancing humanism on a global scale. Journal of Business Ethics, 88(3), 537-550. https://doi.org/10.1007/s10551-009-0122-0
|
8 |
13% |
Theoretical |
--- |
Discusses the idea of business leaders acting as agents ofworld benefit, taking an active co-responsibility in generatingsolutions to problems;Responsible global leaders - who are aware of the pressing problems in the world, care for the needs of others, aspire to make this world a better place, and act in word and deed as global and responsible citizens - are needed;Authors argue that business leaders should consider themselves as cosmopolitan citizens and ''agents of world benefit". |
25 |
Rost, J. C. (1991)Rost, J. C. (1991). Leadership for the twenty-first century. New York: Prager.. Leadership for the twenty-first century. New York: Prager. |
7 |
11% |
Book |
--- |
Reviews the previous concept of leadership and suggests the use of the ethical leadership construct in order to reconstruct understanding of leadership in the post-industrial era. |