The DOI matches its Crossref record; 10 of the 10 references it cites were found in a registry or an index.
Different Approaches Toward Doing the Right Thing: Mapping the Responsibility Orientations of Leaders
Abstract
Executive Overview Responsible leadership is a concept that can help link corporate social responsibility and performance to actions on the part of policy makers and leaders. It may also help to provide a better understanding of the deteriorating reputations of firms and their leaders as perceived by society as a whole and of what might be required from leaders to strengthen the bonds with society. However, the precise manner in which leaders interpret and actually display responsibility is not altogether clear. This lack of clarity coincides with the varying perspectives of responsible leadership that occur in the literature, and it may contribute to the lack of systematic research on how such leadership may ultimately affect firm- and societal-level outcomes. Based on a qualitative analysis of 25 business leaders and entrepreneurs, we identify four orientations that leaders may use to demonstrate responsibility and implement corporate social responsibility. We show how these orientations vary according to the breadth of constituent group focus and the degree of accountability toward others. Further, we discuss both research and training implications associated with the different responsible leadership orientations.
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Cites
The Social Responsibility of Business Is to Increase Its Profits
Friedman, M. (2007) · Corporate Ethics and Corporate Governance · doi:10.1007/978-3-540-70818-6_14 · Cited by 11,529
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Corporate Social Responsibility: Strategic Implications*
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Servant Leadership: A Review and Synthesis
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Self-citationResponsible Leadership: Pathways to the Future
Pless, N. M., & Maak, T. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-1114-4 · Cited by 315
Self-citation
Cited by
Dyllick, T., & Muff, K. (2016) · Organization & Environment · doi:10.1177/1086026615575176 · Cited by 975
Rupp, D. E., Shao, R., Thornton, M. A., & Skarlicki, D. P. (2013) · Personnel Psychology · doi:10.1111/peps.12030 · Cited by 623
Ou, A. Y., Tsui, A. S., Kinicki, A. J., Waldman, D. A., Xiao, Z., & Song, L. J. (2014) · Administrative Science Quarterly · doi:10.1177/0001839213520131 · Cited by 561
Self-citationDo Humble CEOs Matter? An Examination of CEO Humility and Firm Outcomes
Ou, A. Y., Waldman, D. A., & Peterson, S. J. (2018) · Journal of Management · doi:10.1177/0149206315604187 · Cited by 344
Self-citationLee, A., Lyubovnikova, J., Tian, A. W., & Knight, C. (2020) · Journal of Occupational and Organizational Psychology · doi:10.1111/joop.12265 · Cited by 347
Metadata
- Authors
- Pless, N. M., Maak, T., & Waldman, D. A.
- Venue
- Academy of Management Perspectives
- Publisher
- Academy of Management
- Published
- 2012-11
- Volume
- 26
- Issue
- 4
- Pages
- 51-65
- ISSN
- 1558-9080 (ISSN-L)
- 1943-4529
- OpenAlex
- W2122193257
- Cited by
- 268
- References
- 10
- FWCI
- 28.89
- Type
- journal article
- Language
- en
- Open access
- closed
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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
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