Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership
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ORIGINAL PAPER
Theoretical Development and Empirical Examination of a Three‑Roles Model of Responsible Leadership Christian Voegtlin1 · Colina Frisch2 · Andreas Walther3,4 · Pascale Schwab5 Received: 27 August 2018 / Accepted: 27 March 2019 © Springer Nature B.V. 2019
Abstract This article develops theory on responsible leadership based on a model involving three leadership roles: an expert who displays organizational expertise, a facilitator who cares for and motivates employees and a citizen who considers the consequences of her or his decisions for society. It draws on previous responsible leadership research, stakeholder theory and theories of behavioral complexity to conceptualize the roles model of responsible leadership. Responsible leadership is positioned as a concept that requires leaders to show behavioral complexity in addressing all three roles. In three studies, we provide a first empirical test of antecedents and outcomes of the roles model of responsible leadership. The results of the studies indicate that responsible leadership is positively related to the leader’s perceived effectiveness, favorable stakeholder evaluations and employee engagement with the organization and society. Responsible leadership behavior, in turn, seems to be facilitated by leader empathy, positive affect and universal value orientation. Keywords Responsible leadership · Stakeholder engagement · Leadership complexity · Micro-foundation of CSR · Leader effectiveness
Electronic supplementary material The online version of this article (https://doi.org/10.1007/s10551-019-04155-2) contains supplementary material, which is available to authorized users. * Christian Voegtlin [email protected] Colina Frisch [email protected] Andreas Walther andreas.walther@tu‑dresden.de Pascale Schwab [email protected] 1
Department of Business & Society, Audencia Business School, Nantes, France
2
Institute for Business Ethics, University of St. Gallen, St. Gallen, Switzerland
3
Department of Biological Psychology, TU Dresden, Dresden, Germany
4
Department of Clinical Psychology and Psychotherapy, University of Zurich, Zurich, Switzerland
5
Department of Business Administration, University of Zurich, Zurich, Switzerland
Business leaders are faced with increasing stakeholder complexity. This becomes especially evident in the diverse stakeholder expectations with regard to what responsible business behavior is or should be (Maak and Pless 2006; Scherer et al. 2013; Waldman and Siegel 2008). For instance, shareholders usually expect responsible behavior to result in the effective allocation of firm resources to maximize profits; employees expect their supervisors to treat them with respect and to provide a good work-life balance; and the community regards as responsible those organizations that give back to the community and do not harm the environment. Researchers have recognized the relevance of treating leadership responsibility systematically from a scholarly point of view and have started to conceptualiz
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