Acting responsibly is deemed suitable in every world leader. The consequence
of an irresponsible powerful leader may be devastating
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Answer:
Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. This article equates responsible leadership with virtuousness. Using this connotation implies that responsible leadership is based on three assumptions—eudaemonism, inherent value, and amplification. Secondarily, this connotation produces two important outcomes—a fixed point for coping with change, and benefits for constituencies who may never be affected otherwise. The meaning and advantages of responsible leadership as virtuous leadership are discussed.
Responsible leadership is rare. It is not that most leaders are irresponsible, but responsibility in leadership is frequently defined so that an important connotation of responsible leadership is ignored. The objective of this article is to highlight this oft-ignored attribute of responsible leadership, review its meaning, and identify two advantages it serves for organizations.
The idea that organizations need responsible leaders is quite common. In political elections, voters try to determine which candidate will actually follow-through on campaign promises, and in business organizations, boards of directors seek to select CEOs whom they estimate to be most responsible for the organization’s performance and capital. The literature on effective leadership has largely included an element of responsibility (Doh and Stumph 2005; Yukl et al. 2002). Responsibility in this sense most often is synonymous with accountability and dependability (as in being accountable for performance and being dependable in achieving promised performance) (Bass and Bass 2008; Meindl and Ehrlich 1987).
Responsibility is also commonly associated with freedom of action and empowerment, indicating that responsible individuals have discretion or volition and the necessary authority. They have the wherewithal and the resources to achieve an objective (as in having responsibility at work, or being given the responsibility for an activity or outcome) (Spreitzer 2007). These two connotations of leadership responsibility are closely related, as leaders are more likely to be accountable and dependable if they are able to act freely and to feel empowered to perform (Spreitzer et al. 1999; Salancik and Meindl 1984). In these two senses, responsibility means “response-able,” or possessing the capability and the capacity needed to respond.
A third connotation of responsible leadership has been proposed by Pless and colleagues in which responsible leaders are described as possessing certain characteristics and performing particular roles. Responsible leadership in these discussions is grounded in stakeholder theory—that is, leaders interact with and have responsibility for multiple stakeholders. The roles associated with responsible leadership include “architect, change agent, citizen, coach, networker, servant, storyteller, steward, and visionary” (Maak and Pless 2006b, p. 107; Pless 2007, p. 439), and the characteristics of responsible leaders are quite extensive.Footnote1 Responsible leadership in these discussions is defined in this way: “Responsible leadership can be understood as the art of building and sustaining social and moral relationships between business leaders and different stakeholders (followers), based on a sense of justice, a sense of recognition, a sense of care, and a sense of accountability for a wide range of economic, ecological, social, political, and human responsibilities” (2007, p. 451). The multiple roles, characteristics, and relationships advocated are inclusive of most of the major theories of leadership (e.g., transformational, charismatic, servant, and ethical) and place responsible leadership as an encompassing ideal type.