Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

Abstract

For more than two decades, researchers have aimed to measure responsible leadership. This has resulted in several survey instruments and parallel streams of research, making it difficult to carve out the core. We systematically review 28 studies measuring responsible leadership (RL). A qualitative content analysis of RL survey instruments is conducted to identify the core aspects across measures, as well as synthesizing the evidence, mapping antecedents, and mapping the outcomes of RL. Findings show that 24 studies in the sample were published during the last two years, indicating a growth spurt in the field. Most survey instruments on RL measure leadership of the individual direct leader, while a few have a wider focus, such as leadership of the organization. Four themes were identified across RL survey instruments: accountable role model, inclusive facilitator, inventive planner and benevolent value creator. Our review contributes to the establishment of a joint platform for future research. In addition to providing a systematic account of evidence, our analysis points at research gaps and gives a basis for a critical discussion on nature as a stakeholder. Avenues for future research are outlined.

Responsible leadership and its place in the leadership domain: A meaning‐based systematic review

“…Characteristics associated with leaders provide insight into what they do and how they do it (Vera et al, 2022). Characteristics associated with a leadership approach explicate behaviors inherently associated with particular leaders (Banks et al, 2021) or principles that are expected from such leaders (Foldøy et al, 2021). Characteristics inform the meaning of a leadership construct as another perspective on the qualities and features that make it distinctive and recognizable.…”

Employees' perceptions of responsible leadership in private security: a mediation model

“…Prior research demonstrated that RL positively affects work commitment (Foldoy et al, 2021;Miska and Mendenhall, 2018), work engagement (Dong and Zhong, 2022) and personorganization-fit ( € Ozkan and € Uz€ um, 2022). Responsible leaders succeed in creating shared values (Dong and Zhong, 2022).…”

“…Therefore, RC specifically plays a crucial role in aligning moral values with the ethical values of the organization (Shi and Ye, 2016). Foldoy et al (2021) state that EC is an antecedent of RL, and Stahl and Sully de Luque ( 2014) assert that the level of moral development is an antecedent of RL. Considering that RL focuses on organizational rules, ethical regulations and conflicts between stakeholders and their consequences (Agarwal and Bhal, 2020), RC can have a positive impact on employee attitudes and behaviors (such as job satisfaction and job performance) (Garc ıa- Buades et al, 2015).…”

“…Perceived organizational support (POS) refers to employees' perceptions of how much their company values and cares about them and their jobs (Eisenberger et al, 1986). Foldoy et al (2021) argued that the relationship between RL and POS needs attention. Clarifying the association between ethics and POS requires more study to detail the processes affecting management of EC (Valentine et al, 2006).…”

Sustainability Leadership and Boards: A Conceptual Framework

“…These relationships are based on a sense of justice and care, as well as on a commitment to accomplishing a positive social and environmental impact (Pless, 2007). To develop responsible leadership, it is important to clarify what the leader is responsible for and what is the nature of her or his responsibility (Foldoy et al, 2021). Voegtlin et al (2020) found in their research that responsible leadership behavior, facilitated by leader empathy, positive affect, and universal value orientation, is positively related to the leader's perceived effectiveness, favorable stakeholder evaluations, and employee engagement with the organization and society.…”