The DOI matches its Crossref record; 13 of the 13 references it cites were found in a registry or an index.
Antecedents of Responsible Leader Behavior: A Research Synthesis, Conceptual Framework, and Agenda for Future Research
Abstract
Responsible leadership has emerged as a major theme in academic and practical management discourse. In this paper we provide an overview and synthesis of existing and emerging research on responsible leadership and propose a unifying framework for explaining leaders' propensity to engage in two types of socially responsible behavior: “do good” and “avoid harm.” The framework models the linkages among individual, situational, organizational, institutional, and supranational influences on responsible leader behavior and describes the mechanisms by which these factors may affect a leader's decisions and actions. Our analysis suggests that “do good” and “avoid harm” behaviors are conceptually distinct categories, with different psychological bases and different antecedents that predict them. Further, we find that individual-level and contextual factors combine and interact to influence responsible leader behavior, and a key aspect of the environment in which leaders act and make decisions—situational strength—moderates the relationship between individual-level factors and a leader's propensity to engage in “do good” and “avoid harm” behavior. In addition to providing directions for future research on responsible leader behavior, this article has several implications for practice, specifically how to select, train, and develop socially responsible leaders.
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Cites
The theory of planned behavior
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The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications
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“Mischel (1973) suggested that the psychological features of situations influence the behavioral expression of personality traits.”
BackgroundEmotion, regulation, and moral development
Eisenberg, N. (2000) · Annual Review of Psychology · doi:10.1146/annurev.psych.51.1.665 · Cited by 2,422
Behavioral Ethics in Organizations: A Review
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Cited by
Stahl, G. K., Brewster, C. J., Collings, D. G., & Hajro, A. (2020) · Human Resource Management Review · doi:10.1016/j.hrmr.2019.100708 · Cited by 502
Self-citationVoegtlin, C., & Scherer, A. G. (2017) · Journal of Business Ethics · doi:10.1007/s10551-015-2769-z · Cited by 451
Afsar, B., Maqsoom, A., Shahjehan, A., Afridi, S. A., Nawaz, A., & Fazliani, H. (2020) · Corporate Social Responsibility and Environmental Management · doi:10.1002/csr.1806 · Cited by 308
Zahoor, N., Khan, H., Khan, Z., & Akhtar, P. (2024) · Asia Pacific Journal of Management · doi:10.1007/s10490-022-09843-8 · Cited by 60
Bernacchio, C., & Foss, N. (2024) · doi:10.2139/ssrn.4736313 · Cited by 17
Metadata
- Authors
- Stahl, G. K., & Sully de Luque, M.
- Venue
- Academy of Management Perspectives
- Publisher
- Academy of Management
- Published
- 2014-08
- Volume
- 28
- Issue
- 3
- Pages
- 235-254
- ISSN
- 1558-9080 (ISSN-L)
- 1943-4529
- OpenAlex
- W2141943513
- Cited by
- 275
- References
- 13
- FWCI
- 24.48
- 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).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
