Leading with purpose: Unraveling the impact of responsible leadership on employee green behavior in the workplace

Although sustainability has been a priority for organizations, there is still a lack of research on how leaders with a stakeholder perspective can motivate employees to adopt green behavior for sustainability in a complex and changing environment. This paper introduced social cognitive theory to describe two mechanisms by which responsible leadership predicts employee green behavior. Our research considers felt obligation for constructive change and stakeholder value as mediations with cognitive perspective in this process. Additionally, we consider the moderating effects of positive emotion and the superior-subordinate relationship. Our model received support from the investigation and research. By emphasizing the significance of perceived responsible leadership and proposing a new way of perceiving employee green behavior that ensures guidance from responsible leadership along the cognition perspective, the present research contributes to our understanding of the incentive effect of responsible leadership on employee green behavior.

Assessing the mediating role of organizational justice between the responsible leadership and employee turnover intention in health-care sector

PURPOSE

The aim of this study is to investigate the extent to which organizational justice (OJ) mediates between responsible leadership (RL) and employee turnover intention (TI).

DESIGN/METHODOLOGY/APPROACH

Both online and offline questionnaire was used to collect the data from 387 Indian health-care employees, and the data were analyzed using partial least squares structural equation modeling (PLS-SEM) with the help of SmartPLS 4.

FINDINGS

The study's findings demonstrated a significant positive association between RL and OJ and a negative association between OJ and employee TI. Furthermore, results also confirmed the mediating role of OJ between RI and TI.

RESEARCH LIMITATIONS/IMPLICATIONS

The generalizability of the study's data collection is limited because it is based on the responses of Indian health-care sector employees to an online and offline survey. The authors propose that the health-care sector uses RL as an approach that takes a broad view of the parties with a stake and focuses on creating fairness in acts and justice at the workplace to address the major issue of employee turnover.

ORIGINALITY/VALUE

This study expanded on previous research by demonstrating that the influence of responsible leadership on employee TI is mediated by OJ in the context of India's health-care sector. It also contributes to the literature regarding RI, OJ and TI. The study also enriched the body of knowledge about using the PLS-SEM approach to predict employee TI.

Green shared vision: A bridge between responsible leadership and green behavior under individual green values

The pressure on businesses to be environmentally conscious and focus on sustainable development is accruing due to environmental challenges. Companies are adopting ecological practices and policies to improve their environmentally friendly performance. To achieve this, organizations must substantiate and change the behavior of workers to align their behavior with the organization's ecological objectives. The study endeavors to integrate research on the responsible style of leaders and green behaviors of employees (in-role and extra-role green behaviors) through the mediation of green shared vision and analyze the moderation mechanism of individual green values. For collecting the data, a questionnaire-based survey was conducted among MBA executive program students with at least a year of experience in manufacturing. Out of the 450 questionnaires distributed, only 307 useful responses were obtained. The collected data has been analyzed using SPSS and AMOS. Ethical standards were followed, and participants were assured that their responses would be confidential. The study found that responsible leadership positively impacts green behaviors among employees. This means that when leaders within an organization demonstrate responsible and environmentally conscious behavior, it tends to encourage employees to engage in green behaviors. The study also discovered that a "green shared vision" partially mediates the relationship between responsible leadership and in-role green behavior. In contrast, green shared vision does not mediate the relation between responsible leadership and extra role green behavior. Moreover, this study also finds that the relationship between green shared vision and in-role and extra-role green behavior is strengthened when individual green values moderate it. The study highlights the importance of responsible leadership and the role of green shared values and individual green values in promoting environmentally friendly behavior in the workplace.

The power of moving fast: responsible leadership, psychological empowerment and workforce agility in energy sector firms

The energy sector is undergoing significant transformation induced by environmental changes and increasing pressure from stakeholder groups. In order to quickly seize opportunities in the unpredictable contemporary business environment, leaders increasingly face the challenge of ensuring an appropriate level of organisational agility, achieved through workforce agility. In striving to achieve workforce agility, responsible leaders should consider the intrinsic motivation oriented towards work, how it affects a team's performance, and the level of its involvement. Based on studies that combine leadership, empowerment, and agility, we analyse whether and how responsible leadership and psychological empowerment support workforce agility in the energy sector firms. Using structural equation modelling, we analyse data gathered from a group of 187 managers and experts. The results support a hypothesised relationship between leadership focused on responsible management, psychological empowerment, and workforce agility. The survey reveals that a combination of responsible leadership and psychological empowerment affects workforce agility.

COVID-19 vaccination in South Asia: a call for responsible leadership among SAARC countries

PURPOSE

Coronavirus, also known as COVID-19, has presented an opportunity to set aside traditional regional collaborations and take responsible leadership to overcome difficult times. This paper aims to explore the current COVID-19 vaccination progress and pandemic status for the South Asian Association for Regional Cooperation (SAARC) countries and suggests responsible leadership to combat the COVID-19 pandemic and to think beyond.

DESIGN/METHODOLOGY/APPROACH

This paper offers a viewpoint of the current COVID-19 vaccination among eight SAARC nations. It scrutinises the recent COVID-19 vaccination statistics for the eight South Asian countries based on Web-based analytics and comparative analysis until 28 August 2021.

FINDINGS

This paper calls for collaborative decisions and responsible actions for policymakers in the SAARC countries to deal with the COVID-19 vaccination crisis. When South Asian countries are fraught with the increasing number of populations with COVID-19 cases, deaths and acute shortage of life-saving vaccines, it is time for their national and SAARC leaders to strengthen regional cooperations and initiate collaborative actions. The paper demonstrates that implementing responsible leadership can result in favourable outcomes for individuals, organisations, regions and the world. Moreover, this paper suggests SAARC, through responsible actions, has the potentiality to overcome the current crisis of COVID-19 vaccination and enhance the regional sustainability of the South Asian nations.

ORIGINALITY/VALUE

This paper delivers information about the present developing situation of COVID-19 vaccination in SAARC countries, how the governments and regional leadership are handling and future challenges that have been raised and can be overcome effectively. This paper can be helpful for the policymakers and SAARC leaders for effective public health interventions in the region and to develop a recovery roadmap for the sustainable economic zone.

How does responsible leadership affect employees' voluntary workplace green behaviors? A multilevel dual process model of voluntary workplace green behaviors

This study aims to explore how to encourage employees to engage in voluntary workplace green behavior. Drawing upon social identity and social information processing theories, we theorized and tested a multilevel model in which responsible leadership triggers employee voluntary workplace green behavior by fostering organizational identification and a green work climate. Additionally, we distinguished these two critical processes by introducing employees' green values as a moderator. A multilevel, multisource study collected from 299 employees and 71 supervisors generally supported our predictions. Specifically, responsible leadership was a significant predictor of voluntary workplace green behavior. Moreover, employees' green values strengthened the organizational identification mechanism and attenuated the green work climate process in the relationship between responsible leadership and voluntary workplace green behavior. The findings and the theoretical underpinning of our study shed a new light on the green work climate, identity, and values in a responsible way shape the voluntary green behaviors among organizational actors and provide practical implications for leaders determined to improve environmental sustainability in organizations.

Responsible Leadership and the Reflective CEO: Resolving Stakeholder Conflict by Imagining What Could be done

In light of grand societal challenges, most recently the global Covid-19 pandemic, there is a call for research on responsible leadership. While significant advances have been made in recent years towards a better understanding of the concept, a gap exists in the understanding of responsible leadership in emerging countries, specifically how leaders resolve prevalent moral dilemmas. Following Werhane (1999), we use moral imagination as an analytical approach to analyze a dilemmatic stakeholder conflict (between indigenous communities in rural India and an emerging market multinational enterprise headquartered in the same country) through the lense of different responsible leadership mindsets and in light of different ethical principles and moral background theories. Based on this analysis, we arrive at a tentative moral judgement, concluding that the instrumental approach is morally inferior and recommending the integrative approach as the morally superior choice. In the subsequent discussion-focussed on what "could" (instead of "should") be done, we apply the integrative script and use moral imagination as a pathway for generating morally justifiable solutions. Through this analysis, we provide novel insights on how to apply an integrative responsible leadership approach to a stakeholder conflict situation, using the single case study to expand the responsible leadership discussion to emerging markets.

The COVID-19 pandemic and the role of responsible leadership in health care: thinking beyond employee well-being and organisational sustainability

PURPOSE

The unprecedented crisis of the COVID-19 pandemic has posed an enormous challenge ever for health-care organisations to find strategies to deal with their survival. The health-care employees are the frontline soldiers to fight against COVID-19 pandemic. Currently, there is a lack of research regarding the conceptualisation of COVID-19 and its impact on health-care employees' well-being and their organisational sustainability. Extending the role of responsible leadership (RL), the purpose of this paper is to develop a multi-level conceptual model to overcome the crisis of COVID-19 pandemic and promote employee (e.g. workers, nurses and professionals) well-being and organisational sustainability.

DESIGN/METHODOLOGY/APPROACH

With a comprehensive literature review, this paper presents five testable propositions and highlights the impact of COVID-19 pandemic on employee well-being and organisational sustainability.

FINDINGS

The proposed model counsels that organisations need to go beyond the simple application of strategic climate and should enable RL to protect and maintain employee well-being and organisational sustainability.

RESEARCH LIMITATIONS/IMPLICATIONS

The proposed conceptual model is a step forward to not only explore future empirical research but also it will help the health-care policymakers to take responsible initiatives to increase employee well-being and uphold organisational sustainability.

ORIGINALITY/VALUE

There is a lack of research regarding the conceptualisation of the COVID 19 pandemic and its impact on health-care employees' well-being and organisational sustainability. The proposed conceptual model opens and guides a novel research avenue for the alignment of strategic management (as a moderator) and RL on the relationships among the COVID-19 pandemic, employee well-being and organisational sustainability.

Climate Change and Professional Responsibility: A Declaration of Helsinki for Engineers

In this paper, we argue that the professional engineering institutions ought to develop a Declaration of Climate Action. Climate change is a serious global problem, and the majority of greenhouse gas emissions come from industries that are enabled by engineers and represented by the engineering professional institutions. If the professional institutions take seriously the claim that a profession should be self-regulating, with codes of ethics that go beyond mere obedience to the law, and if they take their own ethical codes seriously, recognising their responsibility to the public and to future generations (and also recognising a duty of "responsible leadership"), the professional institutions ought to develop a declaration for engineers, addressing climate change. Our argument here is largely inspired by the history of the Declaration of Helsinki. The Declaration of Helsinki was created by the medical profession for the profession, and it held physicians to a higher standard of ethical conduct than was found in the legal framework of individual countries. Although it was not originally a legal document, the influence of the Declaration can be seen in the fact that it is now enshrined in law in a number of different countries. Thus, we argue that the engineering profession could, and should, play a significant role in the abatement of climate change by making changes within the profession. If the engineering profession sets strict standards for professional engineers, with sanctions for those who refuse to comply, this could have a significant impact in relation to our efforts to develop a coordinated response to climate change.